|
|
 |
|
Viewing report
|
|
|
|
World-Class HR: The New Measurement Agenda
Business Intelligence [part of Optima Media Group], May 2005
Practical advice on developing strategic HR measures
HR Directors are under unprecedented pressure to demonstrate the value of HR to the business. Senior managers, along with other stakeholders inside and outside the organization, are looking for hard evidence of HR's contribution to business development and performance.
The new HR measurement agenda is being driven by a number of groups:
- Senior managers looking for a demonstration of HR's bottom line contribution.
- Government and regulatory bodies calling for companies to report on human capital and people performance issues
- Investors, analysts, partners and other stakeholders who want greater understanding of HR's impact on the business.
- Not least, those HR Directors who want to be accepted as equal partners by the business and know how vital it is to demonstrate incontrovertibly that HR is essential to the achievement of business goals.
For all these reasons, there is a new strategic HR measurement agenda in the making.
World-Class HR: The New Measurement Agenda combines the experience of innovative companies with emerging best-practice principles to show you how to build indicators and measurement programme that supports the development of a world-class HR capability.
Practical guidelines for tracking key aspects of people performance
For the first time, we pull together the most important developments in measurement practice to provide a highly practical set of guidelines to help HR directors find their own solution.
World-Class HR: the new measurement agenda will show you how to:
- Improve the visibility of HR's business value
- Define actionable HR measures
- Assess the value of your rganization's human capital
- Use the balanced scorecard to align HR measures with corporate goals
- Link intangible measures to bottom-line performance
- Use measures as a catalyst for performance improvement
- Develop effective reporting and benchmarking
In addition, this report shows how companies are marrying external demands for HR measures that can be benchmarked against other organizations with the needs for measures that are highly tailored to their individual strategic priorities.
Inspiration from measurement leaders and experts
This report shows how leading companies are finding answers to problems that face every HR director following this path. These include how to measure and manage some of the most important but hard-to-quantify factors that contribute to business success:
- Employee engagement
- Employee loyalty and commitment
- The HR function's own strategic capability
- Corporate resilience and adaptability
- Innovation capability
Discover how organisations such as Allied Irish Bank, AIB, Reuters and Nortel are using HR measures to support their transformation and performance-improvement initiatives. Find out what organisations - including the Royal Bank of Scotland, RBS - are doing to make HR measurement integral to the way the business is managed on a day-to-day basis.
Throughout the report there are examples of best-practice HR measurement from both the corporate and public sectors including:
- Allied Irish Bank
- British Airways
- Deutsche Bank
- IBM
- Reuters
- Yorkshire Water
- Nortel
- Royal Bank of Scotland
The report also draws on our extensive research into strategic HR and performance management, the knowledge and experience of leading experts, academics and consultants who are at the forefront of research and application of new measurement methods.
Product samples
A sample for this product is available. Please Login/Register to download this sample.
|
|
|
|
