Measuring human resources: an overview of practice and a prescription for results

Article Abstract:

Studies in the 1980s and the 1990s have proven that HR practices have a significant impact on the financial results and market value of firms. One of the ways by which companies are measuring the effect of their HR practices on business is through the use of a balanced scorecard, which looks at how companies are performing in serving their stakeholders, investors and employees. In the balanced scorecard, the employee dimensions most often used are productivity, people and process. In addition, assessments of the HR function itself are also performed. These HR audits examine three main factors, namely practices, professionals and the department or function. These aforementioned measures have proven since they were first used that HR does have an impact on business results and can be quantified to determine its outcomes.

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The new-breed approach to 21st century human resources

Article Abstract:

The new-breed approach to human resources management for the 21st century requires a strategic marketing perspective. This means always looking at the bigger picture, a human resources approach that focuses on the company's businesses, its customers, its customers' customers, its competitive challenges, its product or service characteristics, its financial goals, and its primary markets. This translates to high impact corporate initiatives that have true economic value for the company, thereby shifting human resources from the sidelines in its rightful place in the frontlines. The human resources department can realize this dream if it radically reinvents itself from being a mere administrator, reactor and bureaucrat to strategist, business person and marketer.

Practice, Human resource directors

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In the changing world of human resources: matching measures to mission

Article Abstract:

HR people are constantly in pursuit of approaches that they can use to prove their worth to the organization. Unfortunately, many traditional methods used to measure the productivity of the HR have proven to be irrelevant or unsuitable because their focus is on administrative concerns. Given that most HR departments are transcending their administrative duties and participating in competitive strategies, HR measures should be reformed in accordance with these changes. New metrics of HR productivity should be designed such that they are aligned to the new missions of the HR function. To do so, HR organizations should first clarify their missions and determine the tangible objectives that can be used as measures if the missions are being achieved or not.

Organizational effectiveness

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