戰(zhàn)略人力資源計(jì)分卡創(chuàng)建組織能力與價(jià)值-文庫吧在線文庫
【正文】 ed/preserved/costs saved ? Costs to achieve (hard and soft) ? Who will execute ? Timeframe ? Probability of success Business Case Measurement Return Deliverables Resources Risks 19 Measurement Return Workforce and HR Measurement leads to three types of improvements: HR Efficiency HR Effectiveness Workforce Improvement Magnitude of Improvement Line and Executive Interest 20 Measurement Deliverables Deliverable Name Purpose Media Frequency Support Corporate People Report Annual presentation to Board on workforce investment Hard and Soft copy report Annually Numbers support text, analysis and findings HR Scorecard Review at HR Leadership meetings Hardcopy Spreadsheet Monthly Leadership mitment and follow through on results Hiring Strategy Review Assess Hiring Sources Tables and analysis Ad hoc – as needed Support business strategies Workforce Scorecard Deliver nearreal time data to line management Webbased portal application Weekly/Biweekly Technology, Change management, etc. Samples include 21 Measurement Risks Our Number Paradox Anyone that’s developed a number views it as fluid, dynamic, “Works in Progress” But Anyone that views a number considers it the “Rock of Gibraltar” 1. Give yourself enough time to review/reflect on the results 2. Socialize the results in draft form 3. Seek feedback. Work in ever enlarging circles, starting with “friendlies” and moving toward “influential” 4. Develop the story. The story is what you municate. Numbers support the story. 22 Measurement Resources People Systems Information Consultants Individual contributor, (half time?) Director and Team Existing Reporting Team Running queries on existing systems and export to excel Develop a cube Data Warehouse and Implementation Saratoga or Other subscriptions Survey normative databases Associations/Consortiums Training/Conferences/Events Project Management Analysis Communications Training/Change Management 23 Strategies Definition Business Strategies People Strategies Business Strategies People Strategies Need to Leverage (. copy) existing language and documentation The overall plan that drives actions to achieve business objectives for an anization An anization’s overall plan for its human capital (workforce) that identifies areas to execute business strategies and achieve business objectives Select the top two to four strategies most critical 24 Strategies – Sample Business Strategies Business Strategies People Strategies Sample Business Strategies Need to Leverage (copy) existing language and documentation Improve Profitability/ Shareholder return Grow Revenue Control Costs Improve Customer Service/ Satisfaction Develop New Products Expand Geographically Acquire and Merge New Businesses Improve Safety Improve Leadership/ Business Sustainability 25 Strategies – Sample People Strategies Business Strategies People Strategies Sample People Strategies Need to Leverage (copy) existing language and documentation Attract the Right Talent Retain the Right People Reward Appropriately for Both Company and Employee Develop Talent Run HR Like a Business Leadership Development Develop a Culture Engage the Workforce Manage Performance 26 People Drivers – The Bridge Between Strategies and HR Interventions People Drivers People Drivers People Drivers are outes of HR interventions (plans, programs, activities, etc.) that attempt to achieve the strategies People Drivers are not the intervention themselves For example “improve munications between staffing and the lin
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