人力資源管理系統(tǒng)的隱藏價(jià)值-文庫吧
2025-03-31 22:03 本頁面
【正文】 that it provides the foundation for a technical architecture that can provide a financially measurable return on investment in the form of greater productivity, and even reduced labor costs within the HR department. That technical architecture is more generally known as employee or manager selfservice.Controlling costsMany panies have been measuring HRrelated costs for quite some time. There are many such costs, but those that are tracked most frequently include the following: Total cost of payroll Average salary cost per employee HR salaries as percentage of total payroll Payroll tax as percentage of total payroll Cost per hire (usually related to advertising and recruiter fees/salaries)The data behind these calculations may e from a variety of sources: an HRMS, a payroll system, a general ledger system, etc.But other kinds of costs cannot be calculated unless you have the relatively broad datatracking ability that is found in a fully utilized HRMS. One of these is the cost of a pany managing itself. That sounds like a rather plicated equation, but it can be as simple as the total salaries paid to supervisors and above stated either as a simple number or as a percentage of total salaries. Simple as the calculation might be, however, you first need to know how many supervisors and managers you have, and what they are paid. This and other measurements, including appropriate formulas, are explained in depth by Jac Fitzenz in his book How to Measure Human Resources Management. Once you know the cost of management or of anything else you can begin to control it.HR data is essentialIncreasingly, human capital management is being recognized as a nonfinancial ponent of an organization39。s financial success: HR strategy which should be focused on maximizing the overall quality of human capital throughout the organization is as important as sales or production strategies. A recent book titled The HR Scorecard: Linking People, Strategy, and Performance discusses this at great and eloquent length. As noted by Dave Ulrich and others in The HR Scorecard, to build and maintain a stock of talented human capital, a HPWS (HighPerformance Work System) does the following: Links its selection and promotion decisions to validated petency models Develops strategies that provide timely and effective support for the skills demanded by the firm39。s strategy implementation Enacts pensation and performance management policies that attract, retain, and motivate highperformance employees Regardless of what it calls itself or how it structures itself, the human resources function always es back to these three basic functions: attract, retain, and motivate. To do any of these three things effectively in today39。s large organizations requires measurement
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