The Hr Scorecard

In an era of organizational flux due to competition and globalization, companies and employees are faced with constant change. Leaders must be able to adapt to change as the environment shifts. HR has been known as the organizational change agent, administrative expert, and employee advocate. More recently they have been regarded as business strategic partners for many organizations. In order to be successful and remain competitive in today’s market, Human Resources (HR) must be considered a strategic partner if an organization wants to flourish. Top executives today commit significant resources to ensure that their company’s functions are capable of rapid change and achieving their

Human Resource plays a key role in designing the performance management framework. Human Resource role is manifold and each of these roles well played can be highly beneficial to the organization. However, as it is now, the people in the department do not seem up to par. In the article, "Why We Hate HR," written by Keith H. Hammond, the author portrayed a negative stance on the department. He listed four reasons describing what is wrong with the Human Resource people. Based on those four main criticisms, three individual interviews were conducted to see either Hammond’s point of view is agreeable or not. The interviewees also have given their personal experiences and opinions when comparing their

* If you have been employed by the company less than a year, substitute references to "since the last performance appraisal" with "since you were hired" and answer the questions accordingly.

In the recent Harvard Business Review (HBR) publication for July – August 2015, the title of the magazine was It’s Time to Blow Up HR and Build Something New. Here’s How (Harvard Business Review, 2015). The publication had a series of articles related to elevating the Human Resources (HR) function to supporting the chief executive officer (CEO) and the chief finance officer (CFO) effectively manage the organizations people, and way from administrative functions (Harvard Business Review, 2015). In general, I agree that having an HR function in my organization that supports me developing myself as an employee, and the people on my team to have the skills, and organizational design allowing me to execute my role is my expectation of HR. This paper discussions my expectations of the HR function at Pearson, both as an employee and as a director of my group, how I discern how well I am performing at my job function, and provide future on-the-job training recommendations for new employees given my experience.

Traditional approaches to human resources metrics have proven to be inadequate. Businesses have been measuring and reporting on the same data for the last two decades or more, i.e., turnover rates, costs per hire, FTE, and total compensation, but still have “an inability to directly measure HR’s impact on the bottom line” (DiBernardino, 2011, p. 45). With advances in technology, the rudimentary evaluation of metrics can be expanded to more broad categories, and across functions that allow organizations to quantify the value-added component that HR has on each function within an organization. Conversely, with initial and continuously large investments in human capital for most organizations, a failure to measure and optimize financial performance may translate into huge losses, and certainly sunk costs. Therefore, it would make better sense for organizations to focus on human resources, not as a necessary expense, but as a needed investment in this current economy. By focusing on not only what is there, but what is missing in the measurement of metrics may allow businesses can begin to uncover the true intricacies on the value-added impact of the human resources function, and allow human resources to become a full and strategic partner in building blocks to the planning processes for businesses.

Pressures to meet customer and stakeholder requirements have made accurate measurement a necessity in order to demonstrate value. HRIS can do the basics brilliantly in terms of improving the efficiency of HR processes. But well implemented systems have the potential to drive business performance, as well as providing effective

As the HR world changes, so too does the needs of understanding the complexity of our HR measurements and analytical systems. Consequently the more that I researched articles on the viewpoints of HR professionals strategic measurements, the more awareness was created on how much the traditional measurement models are not significantly related to HR’s strategic roles, though they do relate to an organization 's strategic activities. The future framework of measurable strategies will need to be logical, reliable, consistent and flexible. There are no perfect models however the research journey provided me with lessons, organizational highlights of significant accomplishments, and each article offered recommendations for improvements which

Would the three salespersons and the receptionist work for free? No. They would, like us all, expect something in return. We must have heard a common phrase: Give and Take. We always have to give things to people in return to what we take from them. Compensation refers to this exchange, but in

The field of human resources (HR) plays a critical role in the performance and success of organizations. As organizations have become increasingly more complex, the effective management of HR has become even more important. The traditional perception of HR as only an administrative office is no longer valid. Instead, contemporary HR is directly involved with the internal organizational structure, business operations, and variety of functions carried out by employees on a daily basis (Reed & Bogardus, 2012). HR functions impact the organization’s strategic planning, improvement processes, and goal achievement. Six core bodies of knowledge provide the foundation for all of these HR functions. These areas are: strategic

To lend an external perspective of managing human capital, the theoretical component will be used to explain, “stretch ideas” for ways to improve current HCM practices. The first HBR article “Maximizing Your Return on People” is an assessment of how well organizations are investing in their employees. If companies fail to see employees as long-term assets, the small investment employers provide will only threaten the future success of the business. The approach is to rethink the delivery of HCM. Similar to other parts of the business, being innovative is the best defense for keeping key employees. Typical measurements of HR departments are

When contemplating the success of an organisation, it is typically correlated with the impression that maximum productivity is required to reflect higher levels of profit. This may be true in most cases and because of this, it is important to take into account some factors that may be a catalyst for success. Human Resources (HR) is a significant department in a business and in more recent times, Human Resource Managers (HRM) have been acknowledged as strategic business partners working towards organisational goals through the use of various systems such as

Benchmarking is the ‘identification of best practices among competitors and non-competitors that make them superior performers’ (Stone, 2006, p650); ‘the practice of comparing a company to a standard set by other companies, with a view toward improvement’ (Horngren et al, 2008, p90). A large number of firms within Australia and the rest of the world are now applying benchmarking to their organisation, particularly when it comes to managing the human resources (HR). Benchmarking serves a number of purposes: it enables managers to audit how effectively HR meets the needs of the organisation; it enables an organisation to learn from those who excel in an HR practice; it identifies HR areas where performance can be improved; and it can be used to create a need for change (Stone, 2006, p623).

The Neninah Airline, for example, has put a lot of emphasis in building an HR function that delivers value both operationally and strategically. According to Scott et al. (1996) organisations at every point of their growth must tie together their intellectual capacity. For The HR practitioners within the Airline to be valued as a business partner that support growth, they must build a reputation of skill that is in line with the airline’s needs. A thorough assessment of the skills of the HR managers within airline should be commissioned and focused on identifying the mind-set, knowledge and skills requirements necessary for these managers to perform as strategic business partners. Allocating time to this process makes the organisation more strategic in its approach.

Effective human resource (HR) planning requires appropriate strategy formulation as well as implementation of those strategies to achieve organizational objectives (Bratton and Gold, 2012). The statement in the task made by Torrington, Hall, Taylor and Atkinson in their book named ‘Human Resource Management’ published under Pearson education focuses on the implementation stage of the HR strategies by the organizations and entrepreneurs. The statement “Human resource strategies can be stimulating to produce and satisfying to display, but how can we make sure that they are implemented?” (Torrington et al., 2011:73) can be segregated into two parts. In the first part, the authors are complacent about the advantages of the various HR strategies for organizational planning and understanding the role those may play for the organizational success. However, in the second part the authors have become sceptic about the implementation of the available strategies and it indicates the lack of measurement techniques implemented by the management to observe the actual outcome of initiating those HR strategies.

Organizations strategize on different areas of their business. But there may be many challenges that they have to confront while meeting those challenges Therefore they need the best of the ‘human factor’ in their organizations to execute their strategies. This paper aims at identifying the challenges being faced by the managers of companies with regard to human capital.