The HR Scorecard: Linking People, Strategy, and Performance

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Harvard Business Press, 2001 - Business & Economics - 235 pages
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Three experts in Human Resources introduce a measurement system that convincingly showcases how HR impacts business performance. Drawing from the authors' ongoing study of nearly 3,000 firms, this book describes a seven-step process for embedding HR systems within the firm's overall strategy--what the authors describe as an HR Scorecard--and measuring its activities in terms that line managers and CEOs will find compelling. Analyzing how each element of the HR system can be designed to enhance firm performance and maximize the overall quality of human capital, this important book heralds the emergence of HR as a strategic powerhouse in today's organizations.


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HR as a Strategic Partner The Measurement Challenge
Clarifying and Measuring HRs Strategic Influence Introduction to a SevenStep Process
Creating and HR Scorecard
CostBenefit Analyses for HR Interventions
The Principles of Good Measurement
Measuring HR Alignment
Competencies for HR Professionals
Guidelines for Implementing an HR Scorecard
Research and Results
About the Authors

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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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