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Title: The HR Scorecard: Linking People, Strategy, and Performance by Brian E. Becker, Mark A. Huselid, Dave Ulrich ISBN: 1-57851-136-4 Publisher: Harvard Business School Press Pub. Date: March, 2001 Format: Hardcover Volumes: 1 List Price(USD): $29.95 |
Average Customer Rating: 3.93 (15 reviews)
Rating: 4
Summary: Practical information that will yield immediate benefits
Comment: I've had a lot of experience with the Balanced Scorecard and was thus very interested to read Becker, Huselid, and Ulrich's take on the subject and how performance measures can be successfully applied to the HR arena. The book is very well laid out, thoughts are presented in a logical fashion, and the advice is nearly immediately applicable. Not only do the authors guide you through the steps necessary to apply the Scorecard to HR but they provide invaluable insights on what is necessary for the HR organization of today to become true "strategic business partners." The HR competencies they put forth will be critical for future HR leaders. I was also pleasantly surprised at the amount of what I might term supplemental information contained in the book. For example, in chapter 8 they provide great insights into what it takes to successfully implement a major change project. In another section of the book they discuss the principles of good measurement - that will help organizations adopting a Scorecard in any area of their business.
Rating: 5
Summary: Essential for the Serious HR Leader's Library
Comment: As a seasoned HR professional, I have spent the last decade looking for the "Holy Grail" of H.R. Metrics. My quest is not over after reading The HR Scorecard, but the book presented many helpful concepts and tools that we can use to measure the effectiveness of HR as a function, to measure R.O.I. on talent and talent initiatives, to measure the impact of HR on organizational performance, and as a basis for business case development of our deliverables.
Three well respected thought leaders in the HR field have conducted extensive research of more than 2500 companies to uncover a model for implementing HR strategy and measuring results. If fully employed HR will deliver results linked to higher functional and organizational performance.
To transform the structure of HR into a strategic function, HR leaders must:
1.Clearly define the business strategy.
2.Build a business case for HR as a strategic asset.
3.Create a strategy map (with leading and lagging indicators, and tangibles and intangibles.)
4.Identify HR Deliverables within the strategy map.
5.Align the HR architecture with HR deliverables.
6.Design the strategic measurement System.
7.Implement management by measurement.
The concepts in this book are useful but may not be practical for all HR leaders. This book is for organizations that have the resources to implement an in-depth system of measuring their HR performance. It is not a way to create a simple snapshot to be included in business reviews. While the authors suggest using no more than 25 measures so as not to create a burdensome systems, many of the examples in the book are quite complex and can by used only by the largest of organizations. It is also difficult to pick just a few efficiency measures and performance drivers from the comprehesive list prepared by the authors.
Real life examples of scorecards are shown from organizations such as Verizon/GTE, General Mills, and General Electric. While these examples can help any size HR department think through how to measure the performance of their function, I would like to see a smaller organization profiled with more simple measures.
This book should be in the library of all serious HR practitioners. It is well written, well researched, and well presented. If the tools and concepts are implemented, the HR function can rise to a new level. For those in smaller organizations, a few HR efficiency measures can be gleaned to build a simpler scorecard based on the key HR deliverables for the enterprise.
Rating: 2
Summary: Ignore this
Comment: The issue is to have an HR scorecard for the business. The book was disappointing since it continues with the theory that originated with "Balanced Scorecard". It should have focussed on the actual challenges and created a robust framework.
The book missed the point and an oppurtunity. It might be interesting read but no practical value.
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Title: The Roi of Human Capital: Measuring the Economic Value of Employee Performance by Jac Fitz-Enz ISBN: 0814405746 Publisher: American Management Association Pub. Date: 01 May, 2000 List Price(USD): $29.95 |
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Title: How to Measure Human Resource Management by Jac Fitz-Enz, Barbara Davison ISBN: 0071369988 Publisher: McGraw-Hill Companies Pub. Date: 26 December, 2001 List Price(USD): $49.95 |
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Title: Human Resource Champions by David Ulrich ISBN: 0875847196 Publisher: Harvard Business School Press Pub. Date: 01 January, 1997 List Price(USD): $29.95 |
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Title: A New Vision for Human Resources: Defining the Human Resources Function by Its Results by Jac Fitz-Enz, Jack J. Phillips ISBN: 156052488X Publisher: Crisp Publications Pub. Date: 01 December, 1998 List Price(USD): $12.95 |
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Title: HR from the Heart: Inspiring Stories and Strategies for Building the People Side of Great Business by Libby Sartain, Martha I. Finney ISBN: 0814407560 Publisher: American Management Association Pub. Date: March, 2003 List Price(USD): $24.95 |
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