The HR Scorecard: Linking People, Strategy, and Performance
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.
Essential for the Serious HR Leader's Library
By Libby Sartain - June 28, 2003
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... read more
Help for a changing field
By Anne S. Headley - May 30, 2001
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... read more
A Wealth of Ideas
By John P Bernat - May 27, 2006
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.