Professional Documents
Culture Documents
022
MUHAMMAD TAIMUR
MUHAMMAD ZAFAR
WAQAS ALI SAFDAR
057
1010-017
10-045
10-
VIDEO
Practical Approach:
Practical Approach:
Practical Approach
DEVELOPING A HUMAN
CAPITAL MANAGEMENT
STRATEGY
Human Resource
Measurement: The Present
and the Way Forward
Shahina Javad, XLRI,
Jamshedpur
Introduction:
1. Successful organizations are increasingly
realizing the value of human element in the
business performance.
2. The ever changing business needs coupled
with technological advancements, economic
and regulatory issues and changing workforce
demographics pose new challenges to HR
professionals.
3. Hence, strategic human resource
management is gaining augmented importance
in the business and academic circles.
HR Scorecards:
The major purpose of the HR scorecard is to
develop HR dashboards that capture HR
contribution.
Boeing, General Electric, South-Corp Ltd.,
United Distillers &Vintners, Verizon etc are some
firms which are using HR scorecard to develop
metrics to monitor HR processes and deliverables
(Beatty, Huselid, & Schneier, 2007).
A model of HR scorecard presented by Beatty,
Huselid, & Schneier is reproduced below:
Competencie
s
Admin. expertise
Employee
advocacy
Strategy
execution
Change agency
HR Practices
Communication
Work design
Development
Rewards
intimacy
Strategic
Focus
Operational
excellence
Product leadership
Customer intimacy
HR System
Alignment
Integration
Differentiation
HR
Deliverable
s
Workforce
mindset
Technical
knowledge
Workforce
behavior
LAMP:
LAMP is another HR measurement model
developed by Boudreau and Ramstad.
The model identifies four-critical components of
measurement system that drives strategic
change and organizational change (Boudreau &
Ramstad, 2007).
Logic
Analysis
Measurement and
Process
An HR Measurement Framework:
Some of the gaps identified in the HR measurement
literature are summarized below:
HR measurement models have been largely focused on
quantification of HR activities
The problem is not lack of measures but the abundance
of measures of efficiency
Debate on whether HR is an asset or not is still not
concluded
Most of the HR measures are efficiency-based, aimed at
internal reporting
Different measures have been developed for different
purposes. Therefore, there is no generally accepted
framework on HR measurement
Future Research:
Contextual variables of human resource effectiveness
need to further researched
Development of strategic measures that reflects HRstrategy link can be explored further
Methods to capture intrinsic value of HR function need
to be developed
Limitations:
1. Proposed model is developed completely
based on the reviewed literature, thus the
model might have overlooked the practical
implications and operationalization aspects.
2. Assessing the validity of HR metrics,
developing alternate human capital measurement
and strategic impact measurement models etc is
beyond the scope of the paper and therefore
these aspects are not attempted.
3. Impact of external variables on business
strategy is not considered as part of the model.
Conclusion:
1. A number of HR measures have been developed with
an objective of reflecting and reporting the value of HR
to organizations.
2. Most, although not all, human resource measures
focus on the expenditure of resources, with a view to
justify investments in human resources.
3. The excessive emphasis on efficiency may lead to
unintended consequences like reduction in manpower
and investment in human resources.
4. The lack of an overarching theoretical framework to
support the measures represents critical barrier to the
development of strategic measures.
5. Development of a decision science or logic linking HR
activities to business strategy is the first and foremost
aspect in producing indisputable evidence that HR
departments, practices, and measures matter.