【導(dǎo)讀】ourproducts?

　　

【正文】 ) 第 14 頁(yè) 共 64 頁(yè) By understanding the relationship between these higherlevel levers and business outes such as customer loyalty or revenue generation, anizations can direct effort into the areas of greatest impact. For example, identifying how investments in specific people programs (like leadership and career development) impact business results through improvements in anizational capability and employee engagement is a powerful strategic weapon in the battle for differentiation and petitive advantage. It also sends a very clear message to senior leaders in the business about where to focus their attention. Details on this topic can be found in the Predictive Modelling article. As more panies move towards adopting sophisticated peoplemeasurement tools, it needs to be made clear that understanding people value is the starting point, not the endpoint. HCM is not about proving that people add value to the business. Good leaders already have this fundamental philosophy. It is also about guiding investment decisions and understanding the tradeoffs among HR programs, between capital and people investments and in people decisions. With the human resource function being considered a strategic partner, sophisticated measures that gauge its effectiveness and impact on business are being thought of, formulated and applied We see an interesting paradox when it es to the reporting of people measures. In many anizations, while HR continues to build its strategic capability and leaders look for ways to build value through their people, HR measurement activities continue to remain focused on evaluating efficiency or accuracy. Calculating the ratio of HR staff to employees, absenteeism, employee turnover, number of payroll errors and the like and benchmarking them against best practice petitors still account for a lot of HR time. These measurements work in a situation where HR and employees are seen as a cost to be managed. Today, when HR is being viewed as a strategic partner, these measures provide little insight into the 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(yè) 共 64 頁(yè) 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(yè) 共 64 頁(yè) 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。 are service level agreements met。 do the customers think they can get better service elsewhere? Conducting an HR customer survey might typically arrive at this. All four ponents of the scorecard are used to define and measure the effectiveness of peoplemanagement activities and how the HR function executes them. This provides a strategic measurement and management process to show the connection between a pany’s business strategies and goals and its HR strategies, activities, an