2. When measuring the effectiveness of the HR function Beatty, Huselid, & Schnei

Question

2. When measuring the effectiveness of the HR function Beatty, Huselid, & Schneier suggest using the HR Scorecard. Please list the major components of the HR Scorecard. For each component, be sure to include:

a. An explanation of its aspects, and how it links to the business scorecard; and

b. A concrete HR example. Make sure the example shows how the component is used to evaluate the effectiveness of HR (i.e. the concrete example for each component should help demonstrate your understanding).

Explanation / Answer

The HR scorecard is a method for Human Resources to position itself as a strategic planning partner with line managers and executives within an organization. The premise for an HR scorecard is that HR can and should develop metrics to demonstrate how HR activities impact profitability. The process involves:- Identify the critical deliverables for Human Resources. Identify HR’s customers (for the deliverables). Define HR activities that provide the critical deliverables (such as high-talent staffing or a retention initiative). Conduct a cost-benefit analyses of activities that provide deliverables. Thus, an HR Scorecard is a mechanism for describing and measuring how people and people management systems create value in organizations, as well as communicating key organizational objectives to the workforce. It is based on a strategy map -which is a visual depiction of “what causes what” in an organization, beginning with people and ending with shareholder or other stakeholder outcomes. The HR Scorecard is built around a series of examples and a process that helps managers to do this work in their own firms- designing an HR architecture that relentlessly emphasizes and reinforces the implementation of the firm’s strategy. The HR Scorecard has five key elements: The first element is what we called Workforce Success. It asks: Has the workforce accomplished the key strategic objectives for the business? The second element is we called Right HR Costs. It asks: Is our total investment in the workforce (not just the HR function) appropriate (not just minimized)? The third element we describe as Right Types of HR Alignment. It asks: Are our HR practices aligned with the business strategy and differentiated across positions, where appropriate? The fourth element is Right HR Practices. It asks: Have we designed and implemented world class HR management policies and practices throughout the business? The fifth element is Right HR Professionals. It asks: Do our HR professionals have the skills they need to design and implement a world-class HR management system? Due to time limit,remaining questions can be asked as another question,they will be answered,thankyou for your cooperation

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