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The HR Scorecard
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Produktbeschreibungen
Kurzbeschreibung
Introduces a new way of measuring and 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. It provides a framework that focuses on identifying where Human Resources issues are performance drivers - or impediments - to strategy implementation. It develops a measurement system that provides valid, reliable indicators of Human Resources' contribution to the success of strategy implementation, and ultimately to firm performance. It includes recommendations supported by clear and persuasive examples, as well as the authors' unique survey of 2,800 firms.
Synopsis
Introduces a new way of measuring and 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. It provides a framework that focuses on identifying where Human Resources issues are performance drivers - or impediments - to strategy implementation. It develops a measurement system that provides valid, reliable indicators of Human Resources' contribution to the success of strategy implementation, and ultimately to firm performance. It includes recommendations supported by clear and persuasive examples, as well as the authors' unique survey of 2,800 firms.
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Einleitungssatz
AS YOU BEGIN TO READ THIS BOOK, take a moment to reflect on your firm's human resources "architecture"-the sum of the HR function, the broader HR system, and the resulting employee behaviors. Lesen Sie die erste Seite
Buchdeckel | Copyright | Inhaltsverzeichnis | Auszug | Stichwortverzeichnis
AS YOU BEGIN TO READ THIS BOOK, take a moment to reflect on your firm's human resources "architecture"-the sum of the HR function, the broader HR system, and the resulting employee behaviors. Lesen Sie die erste Seite
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Buchdeckel | Copyright | Inhaltsverzeichnis | Auszug | Stichwortverzeichnis
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Kundenrezensionen
Die hilfreichsten Kundenrezensionen
8 von 11 Kunden fanden die folgende Rezension hilfreich
Format:Gebundene Ausgabe
Kein Wunder, dass Personalmanagement bei den anderen betriebswirtschaftlichen Lehren verrufen ist. Ein solches Buch schürt das Urteil, dass PM viel zu viel Gerede ist. Wenn man noch nicht mal eine wirkliche Scorecard durchdacht und am Fallbeispiel klar definiert findet, dann ist es das Papier nicht wert. Finger weg von diesem Buchstabendruck, der sich Buch nennen will. Ein Lob für die Autoren: Klasse Stichworte, die sofort zum Kauf anregen.
Format:Gebundene Ausgabe
Authors Brian E. Becker, Mark A. Huselid and Dave Ulrich teach human resources (HR) executives that everything their departments do can influence their companies' profits - but not just in terms of their administrative actions. HR can have a meaningful impact on the corporation by developing employees' in-depth awareness of the business, studying the drivers that generate the employee behaviors that move the company's strategy forward and establishing a new core competency model for HR professionals. We strongly recommend this book as essential for HR executives - and as an illuminating text for other corporate leaders, right up to CEOs. While your company's HR department may already measure performance, chances are those measurements don't evaluate the real dollars-and-cents impact on the bottom line. In fact, this book shows how to determine what to measure with your HR Scorecard, how to measure it and how to report back in fiscal terms that upper management can appreciate. This is an affirmation and a roadmap for everyone who ever wanted to prove that HR, strategically deployed, can significantly influence a company's performance and profitability.
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23 Rezensionen
46 von 47 Kunden fanden die folgende Rezension hilfreich
Essential for the Serious HR Leader's Library
28. Juni 2003
Format:Gebundene Ausgabe
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. It is also difficult to pick just a few efficiency measures and performance drivers from the comprehesive list prepared by the authors.
Real life examples of scorecards are shown from organizations such as Verizon/GTE, General Mills, and General Electric. While these examples can help any size HR department think through how to measure the performance of their function, I would like to see a smaller organization profiled with more simple measures.
This book should be in the library of all serious HR practitioners. It is well written, well researched, and well presented. If the tools and concepts are implemented, the HR function can rise to a new level. For those in smaller organizations, a few HR efficiency measures can be gleaned to build a simpler scorecard based on the key HR deliverables for the enterprise.
15 von 15 Kunden fanden die folgende Rezension hilfreich
Help for a changing field
31. Mai 2001
Format:Gebundene Ausgabe
No fluff here! This book outlines, then defines a paradigm for effective HR functioning within a changing organization. The authors suggest and document that increased measurement of key data will lead to enhanced value to the organization and its customers. Yesterday's model of HR tasks is no longer enough. This book can guide the experienced human resource professional into a new role in strategic implementation.
I'm a career counselor, not a human resources professional. I hear plenty of stories of burn-out and disillusionment in the field, probably because the tasks and obligations of the HR field have changed as drastically as any. This book can provide a re-education to those who wonder what is going on, and why yesterday's solutions just don't work.
I would have welcomed a personal-type note to the individuals caught up in transitions. The authors have provided information, but have not offered encouragement. It would have been a definite plus to this impressive publications.
10 von 10 Kunden fanden die folgende Rezension hilfreich
A Wealth of Ideas
27. Mai 2006
Format:Gebundene Ausgabe
If you're in HR and need to establish measures for the value you add, this book contains a huge array of options for measurement. As a resource for "brainstorming" it's unparalleled.
Where the book breaks down is focus. As Jerry McAdams says, measure many things but reward a few. If HR were honestly to establish and maintain 100 measurements, how could even an airline pilot monitor that many gauges on the the dashboard?
It would have been much better if the authors had said, "These are the half-dozen key, even 'universal' measures of HR value-added." As it is, the reader has to wade through the enormous number of options furnished and hope that they've gotten it right.
Worse yet: with all these measures, HR takes "the easy way out" and suboptimizes, picking only those measures which make HR look good. If measures of self-aggrandizement is all we've accomplished, we've not helped our businesses at all.
Where the book breaks down is focus. As Jerry McAdams says, measure many things but reward a few. If HR were honestly to establish and maintain 100 measurements, how could even an airline pilot monitor that many gauges on the the dashboard?
It would have been much better if the authors had said, "These are the half-dozen key, even 'universal' measures of HR value-added." As it is, the reader has to wade through the enormous number of options furnished and hope that they've gotten it right.
Worse yet: with all these measures, HR takes "the easy way out" and suboptimizes, picking only those measures which make HR look good. If measures of self-aggrandizement is all we've accomplished, we've not helped our businesses at all.
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