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.
Author Profile
Acknowledgements
Preface
Tables and Figures
Chapter 1: Introduction
Summary
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
Summary
Introduction
Tailored or Benchmarked?
Big Picture or Small Picture?
Tangible or Intangible?
Conclusion: Alignment or Projection?
Action Points
Case Study: Reuters
Chapter 3: Measuring Commitment
Summary
Introduction
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
Summary
Introduction
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
Conclusion
Action Points
Case Study: Central Norfolk Health and Social Care Economy
Chapter 5: Measuring Innovation
Summary
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
Summary
Introduction
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
Summary
Introduction
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
Capability
Summary
Introduction
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
Conclusion
Actions Points
Case Study: RBS
- Allied Irish Bank
- British Airways
- Deutsche Bank
- IBM
- Reuters
- Yorkshire Water
- Nortel
- Royal Bank of Scotland
- Novo Nordisk
Product Samples
A sample for this product is available. Please Login/Register to download this sample.
Customers who bought this item also bought
All rights reserved. © Copyright 2013 Research and Markets WWW4
Terms and Conditions Privacy Policy Publishers Employment Opportunities Site Map Link to us Webmaster Affiliate Network
