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●Use comparisons imaginatively.●Improve feedback through face-to-face discussion.●Be realistic about what performance measures can deliver.Methods of evaluation●User reaction.●Employee satisfaction measures.●Benchmarking.The HR scorecard (Beatty et al, 2003)The four headings are:1.HR competencies– administrative expertise, employee advocacy, strategyexecution and change agency.2.HR practices– communication, work design, selection, development,measurement and rewards.3.HR systems – alignment, integration and differentiation.4.HR deliverables – workforce mindset, technical knowledge, and workforcebehaviour.
Outsourcing●Benefits include reduced cost, access to expertise not available within HR,increased flexibility and speed of response, and freeing-up HR to focus on morevalue-adding activities.●Problems include suppliers increasing charges, short-term decisions on what canbe outsourced, lower employee morale.Use of management consultantsProvide expertise and may act as service providers in recruitment, executive search andtraining.Marketing the HR functionPersuade management that HR is a service the business needs by making out thebusiness case – spelling out its benefits in terms of added value and the impact it willmake on performance.HR budgeting●Budgets need to be justified and protected.●Justification means ensuring in advance that objectives and plans are generallyagreed.●Protection means providing in advance a rationale for each area of expenditure (abusiness case) that proves it is necessary and will justify the costs involved.The HR role of line managersHR can initiate new policies and practices but it is the line that has the mainresponsibility for implementing them.Better ownership by line managers of HR practices is more likely to be achieved if:●the practice demonstrably benefits them;●they are involved in the development and the testing of the practices;●the practice is not too complicated, bureaucratic or time-consuming;●their responsibilities are defined and communicated clearly;
●they are provided with the guidance, support and training required to implementthe practice.
Definitions of key concepts and termsBenchmarking(the HR function) – Comparing what the HR function is doing with what ishappening in similar organizations to establish the extent to which good practiceshave been adopted and to indicate areas for improvement.Boundary management –Managing transactions between departments or units acrossorganizational boundaries.Business partners –HR specialists who act as business partners share responsibilitywith their line management colleagues for the success of the enterprise and getinvolved with them in implementing business strategy and running the business.