How to Measure Human Resource Management
McGraw Hill Professional, Jan 16, 2002 - Business & Economics - 351 pages
Is it cost-effective to add staff in a given area? Does a training program have a positive impacton costs and sales? In this era of increasing cost and budget justification, HR managers are under increasing pressure to measure performance, defend their budgets against outsourcing, and even to justify their own existence. This text provides a quantifiable method for accurately measuring the productivity of all major personnel functions. This allows the HR manager to communicate with senior management in the quantitative business language senior management understands. It also helps HR Managers make tough decisions ranging from how many additional staff people to hire, and how much to spend on a training program.
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Action Learning activities administrative analysis applicants attitude average balanced scorecard basic benefits calculate call center career communication compensation cost factor cost per hire cost-benefit analysis counseling Edgar Schein effective employee relations evaluation example expense Fitz-enz formula full-time equivalent function goals HR departments human capital human resources HR important improve internal interviews intranet investment issue job-posting knowledge knowledge management labor learning look measure MEASURE TRAINING ment method operating organization organization's organizational organizational learning orientation outcomes output outsourcing PeopleSoft percent percentage performance performance appraisal person personnel Peter Drucker ployees problem productivity question ratio recruiters requisition response salary Saratoga Institute skills sources spreadsheet staff staffing manager strategic supervisors survey tion trend turnover value chain variables vendor workforce