The HR Scorecard: Linking People, Strategy, And Performance Download Free (EPUB, PDF)
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.
Hardcover: 235 pages
Publisher: Harvard Business Review Press; 1 edition (March 2001)
Language: English
ISBN-10: 1578511364
ISBN-13: 978-1578511365
Product Dimensions: 6.5 x 1 x 9.6 inches
Shipping Weight: 1.2 pounds (View shipping rates and policies)
Average Customer Review: 4.2 out of 5 stars See all reviews (41 customer reviews)
Best Sellers Rank: #91,257 in Books (See Top 100 in Books) #130 in Books > Textbooks > Business & Finance > Human Resources #365 in Books > Business & Money > Human Resources > Human Resources & Personnel Management #1590 in Books > Business & Money > Economics
As a seasoned HR professional, I have spent the last decade looking for the "Holy Grail" of H.R. Metrics. My quest is not over after reading The HR Scorecard, but the book presented many helpful concepts and tools that we can use to measure the effectiveness of HR as a function, to measure R.O.I. on talent and talent initiatives, to measure the impact of HR on organizational performance, and as a basis for business case development of our deliverables.Three well respected thought leaders in the HR field have conducted extensive research of more than 2500 companies to uncover a model for implementing HR strategy and measuring results. If fully employed HR will deliver results linked to higher functional and organizational performance.To transform the structure of HR into a strategic function, HR leaders must:1. Clearly define the business strategy.2. Build a business case for HR as a strategic asset.3. Create a strategy map (with leading and lagging indicators, and tangibles and intangibles.)4. Identify HR Deliverables within the strategy map.5. Align the HR architecture with HR deliverables.6. Design the strategic measurement System.7. Implement management by measurement.The concepts in this book are useful but may not be practical for all HR leaders. This book is for organizations that have the resources to implement an in-depth system of measuring their HR performance. It is not a way to create a simple snapshot to be included in business reviews. While the authors suggest using no more than 25 measures so as not to create a burdensome systems, many of the examples in the book are quite complex and can by used only by the largest of organizations.
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