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World-Class HR: The New Measurement Agenda Product Image

World-Class HR: The New Measurement Agenda

  • Published: May 2005
  • Region: Global
  • Business Intelligence [part of Optima Media Group]


  • Allied Irish Bank
  • British Airways
  • Deutsche Bank
  • IBM
  • Nortel
  • Novo Nordisk
  • MORE

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 READ MORE >

Author Profile
Tables and Figures

Chapter 1: Introduction

Redefining HR Strategy: Survey Findings
Measuring HR Value: Confidence and Demonstrability
Measuring HR Value: the Intangible made Tangible
Measuring HR Value: the Human Dimension of Business
Accounting for human capital: first attempts
The new emphasis on competence and knowledge
The balanced scorecard approach to human capital
Watson Wyatt's Human Capital Index
Measuring people's contribution: The Human Capital Monitor
Current state-of-the-art: internal 'informing' versus external 'reporting'
Measuring HR Value: Four Key Truths
Truth No 1: Having a measure capable of being linked to essential
corporate goals does not mean you are using it in that way
Truth No 2: Causal links are never self-evident – they have to be
proved (and re-proved)
Truth No 3: Validity is only achieved if the metric succeeds in
capturing what it is supposed to
Truth No 4: The right data is useless if it is not acted on
Conclusion: linking measurement to change
Case Report: Novo Nordisk

Chapter 2: Measuring Human Capital

Tailored or Benchmarked?
Big Picture or Small Picture?
Tangible or Intangible?
Conclusion: Alignment or Projection?
Action Points
Case Study: Reuters

Chapter 3: Measuring Commitment

Measuring Commitment: The Lessons from Tracking M&As
Case Report: Values-based management at IBM
Conclusion: Tracking Changing Goalposts
Action Points
Case Study: Deutsche Bank

Chapter 4: Measuring Engagement

Measuring Engagement: Ongoing Assessment
Case Report: Royal Bank of Scotland
Case Report: Reuters
Measuring Engagement: Specific Initiatives
Case Report: British Airways
Case Report: The Children's Mutual
Action Points
Case Study: Central Norfolk Health and Social Care Economy

Chapter 5: Measuring Innovation

Measuring Innovation: The Creative Class Index
Measuring Innovation: The Strategic Competencies Approach
Measuring Innovation: The Cultural Assessment Approach
Measuring Innovation: The Importance of Cross-correlated Indicators
Case Report: Measuring and assessing 'freedom to fail'
Conclusion: The IP Management Imperative
Case Study: Nortel

Chapter 6: Measuring Strategic Capabilities

Measuring Strategic Capabilities: The Ulrich/Smallwood Model
Case Report: InterContinental Hotels Group
Conclusion: Alignment and the Role of the Balanced Scorecard
Case Study: Yorkshire Water Services

Chapter 7: Reporting and Benchmarking Human Capital

Reporting Human Capital: Attempts to Quantify Value
Reporting Human Capital: Establishing the Right Framework
Conclusion: More than a Collection of Indicators
Action Points
Case Study: Allied Irish Bank

Chapter 8: Developing a Strategic Measurement

Developing a Strategic Measurement Capability: The Mercer/CIPD Framework
Developing a Strategic Measurement Capability: A Training Needs Assessment
Setting human capital management in context
Getting started: gathering and collating the data
Tools and methodologies
Reporting the data
Actions Points
Case Study: RBS

- Allied Irish Bank
- British Airways
- Deutsche Bank
- Reuters
- Yorkshire Water
- Nortel
- Royal Bank of Scotland
- Novo Nordisk

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