The HR Scorecard: Linking People, Strategy, and Performance

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Harvard Business Press, 2001 - Business & Economics - 235 pages
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Introduces a new way of measuringand thinking about the contributions of individuals to business success.
Makes the case that the role of Human Resources is increasingly important,as company assets become more intangible and reliant on intellectual capital.
Provides a frameworkthat focuses on identifying where Human Resources issues are performance drivers--or impediments--to strategy implementation.
Develops a measurement systemthat provides valid, reliable indicators of Human Resources' contribution to the success of strategy implementation, and ultimately to firmperformance.
Includes recommendationssupported by clear and persuasive examples, as well as the authors' unique survey of 2,800 firms.
  

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Contents

HR as a Strategic Partner The Measurement Challenge
1
Clarifying and Measuring HRs Strategic Influence Introduction to a SevenStep Process
27
Creating and HR Scorecard
53
CostBenefit Analyses for HR Interventions
79
The Principles of Good Measurement
107
Measuring HR Alignment
131
Competencies for HR Professionals
155
Guidelines for Implementing an HR Scorecard
183
Research and Results
207
Notes
215
Index
223
About the Authors
235
Copyright

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Page 233 - Professor of Organization and Human Resources in the School of Management at the State University of New York at Buffalo. He received his Ph.D. from the Labor and Industrial Relations Institute at the University of Illinois with a specialization in organizational behavior.
Page vii - the worst grades are reserved for the typical executive team for their understanding of strategies for developing human capital. There is little consensus, little creativity, and no real framework for thinking about the subject. Worse yet, we have seen little improvement in this over the past eight years. The asset that is the most important is the least understood, least prone to measurement, and hence the least susceptible to management.

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About the author (2001)

Mark Huselidis an Associate Professor of Human Resource Management at Rutgers University.Brian Beckeris a Professor and Department Chair of Organizations and Human Resources at the State University of New York at Buffalo.Dave Ulrichis a Professor at the University of Michigan School of Business.

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