Chapter 14-HR asssessment and Analysis

Chapter 14-HR asssessment and Analysis - Chapter 14 HR...

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Chapter 14: HR Assessment and Analytics Consider How many companies use some variation of “people are our most important asset?” and yet most organizations are (at best) skeptical of HR’s role in the firm’s success. HR’s Influence on Performance is Difficult to Measure What we measure Total Compensation Employee turnover Cost per hire Frequency of performance appraisal Employee attitudes; job satisfaction What’s important (strategically) Depends on the strategy but could include: Capable and committed workforce Development of essential employee competencies Training program that helps employees learn faster than competitors Workforce Analytics HR analytics is an evidence-based approach for making better decisions about employees and HR policies, using a variety of tools to report HR metrics and to predict outcomes of HR programs Workforce Analytics Corporate scorekeeping Allows organizations to make the adjustments necessary to reach their goals Scorecard Has measures of key indicators that focus managers’ and employees’ attention on what is important to the organization The Importance of Evaluating HRM Until the HR managers can talk about the contribution and value of HR activities in the numbers and language of business, the HR department and the HR profession will be vulnerable to destructive proposals Resistance to HR Measurement Some HR managers resist measuring their work, due to: Lack of integration of HRIS with each other and with operational systems Limited knowledge of measurement models and limited skills to measurement design
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Some HR managers also argue that HR activities cannot be measured, as outcomes are impossible to calibrate meaningfully or precisely Cannot control the labour market Slow Growth in HR Measurement Measurement is fuelled by: 1. Business improvement efforts 2. Positioning HR as a strategic partner 3. The need for objective indicators of success to accompany the analysis of HR activities Reasons for Measuring HRM Effectiveness 1. Labour costs are most often a firm’s largest controllable cost 2. Managers recognize that employees make the difference between success and failure 3. Organizations have legal responsibilities
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