【正文】 he value HR adds, its linkage to a pany’s business strategy and the areas it needs to focus on to impact business further. 中國(guó)最大的管理資源中心 (大量免費(fèi)資源共享 ) 第 15 頁 共 64 頁 Moreover, this places many HR functions at risk in a number of ways. These are typically lag measures — providing no indication of future performance for the management to take action. They can, of course, also reinforce a pattern of leadership behaviour, which views the HR function as a cost. Further, benchmarking focuses on what others are doing and can inhibit innovation and creativity. An alternative model of HR measurement is beginning to emerge in which anizations are focusing on the effectiveness of their HR function and not just its efficiency. This emerging measurement mindset is illustrated in the table below. The starting place for any modern HR measurement needs to be a strategy that makes explicit the role that the HR function plays in the achievement of business objectives. Many businesses are turning to the development of HR Balanced Scorecards to begin their measurement transformation. Some Sample Balanced Scorecard Measures The Balanced Scorecard is a strategic, business measurement methodology developed by Robert S. Kaplan and David P. Norton. It is on their framework that Hewitt Associates has evolved the HR Balanced Scorecard. It provides business leaders with a tool and a process to measure the performance of people practices and the HR function from multiple perspectives: Strategic Perspective — the results of strategic initiatives managed by the HR group. The strategic perspective focuses on the measurement of the effectiveness of major strategylinked people goals. In the example overleaf, for instance, the business strategy called for major anizational change programs as the business faced major restructuring and multiple mergers and acquisitions. In this context, the anization’s change management capability will be a key factor in the success or failure of its execution. Therefore, measuring the ability of the business to manage change effectively is the core measure of the effectiveness of HR and will be a key strategic contribution to the future success of the business. Operational Perspective — the operational tasks at which HR must excel. This piece of the Balanced Scorecard provides answers to queries about the effectiveness and efficiency in running HR processes that are vital to the anization. Examples include measuring HR processes in terms of cost, quality 中國(guó)最大的管理資源中心 (大量免費(fèi)資源共享 ) 第 16 頁 共 64 頁 and cycle time such as time to fill vacancies. Financial Perspective — this perspective tries to answer questions relating to the financial measures that demonstrate how people and the HR function add value to the anization. This might include arriving at the value of the human assets and total people expenses for the pany. Customer Perspective — this focuses on the effectiveness of HR from the internal customer viewpoint. Are the customers of HR satisfied with their service。 and ? A similar relationship exists between engagement and fiveyear sales growth. The correlation measured here was , again indicating a strong relationship. 中國(guó)最大的管理資源中心 (大量免費(fèi)資源共享 ) 第 6 頁 共 64 頁 On a micro level, Hewitt’s consulting work with specific anizations has also identified a strong and consistent link between engagement and a variety of measures like financial performance, customer satisfaction and employee and customer retention. As you will see in a later article, a Hewitt study involving panies that show doubledigit growth (DDG, showing cumulative 10%+ growth over a fiveyear period), also exhibited a much higher level of engagement in the anization. As many as 93% of executives at DDG panies are engaged pared to 52% for all employees in all panies (see Figure 2). All this research allows us to suggest a generic, highlevel model for the important role that employee engagement has in outperforming your petitors. This notion of employee engagement is, we believe, certainly not the only but without doubt the core and fundamental building block of human capital. A giant step forward from attitude and satisfaction measures of the past, HCM delivers invaluable data regarding employee engagement. And anizations that are following through on strategies to boost their employee engagement are not only improving their short and mediumterm business results, but are also solving the talent dilemma and driving longterm value for their shareholders, customers, and employees. 中國(guó)最大的管理資源中心 (大量免費(fèi)資源共享 ) 第 7 頁 共 64 頁 For a detailed discussion of the Best Employers research, see Hewitt’s best selling Leadership and Talent in Asia: How the Best Employers deliver extraordinary performance. Organizations are beginning to look at their human capital investments with interest. HCM helps them understand the return on this investment as well as evaluate its impact on business performance Today, it is rare that an anization should not have employees as one of its top three or four expense categories. Salaries, benefits, training and development, recruiting, employee munication, lost productivity due to turnover … it all adds up to a huge investment. While anizations apply rig