The HR Scorecard: Linking People, Strategy, and Performance by Brian E. BeckerDate: Apr 2, Maintaining competitive advantage in the new economy will require incorporating HR function into corporate strategy, say Brian Becker, Mark Huselid, and Dave Ulrich in their new book. In this excerpt, the authors explain how to understand and optimize the ways people create value. Traditionally, managers saw the human resources function as primarily administrative and professional. HR staff focused on administering benefits and other payroll and operational functions and didn't think of themselves as playing a part in the firm's overall strategy. Efforts to measure HR's influence on the firm's performance reflected this mindset.
The HR scorecard : linking people, strategy, and performance
Below are the available bulk discount rates for each individual item when you purchase a certain amount. Publication Date: April 11, Three experts in Human Resources introduce a measurement system that convincingly showcases how HR impacts business performance. Drawing from the authors' ongoing study of nearly 3, firms, this book describes a seven-step process for embedding HR systems within the firm's overall strategy--what the authors describe as an HR Scorecard--and measuring its activities in terms that line managers and CEOs will find compelling. Analyzing how each element of the HR system can be designed to enhance firm performance and maximize the overall quality of human capital, this important book heralds the emergence of HR as a strategic powerhouse in today's organizations.
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The Human Resource Scorecard
Traditionally, managers saw the human resources function as primarily administrative and professional. HR staff focused on administering benefits and other payroll and operational functions and didn't think of themselves as playing a part in the firm's overall strategy. Efforts to measure HR's influence on the firm's performance reflected this mindset. Specifically, theorists examined methodologies and practices that are focused at the level of the individual employee, the individual job, and the individual practice such as employee selection, incentive compensation, and so forth. The idea was that improvements in individual employee performance would automatically enhance the organization's performance. Although such research attempted to extend the range of HR's influence, it did little to advance HR as a new source of competitive advantage.