Jeremy Shapiro
by Jeremy P. Shapiro Case Western Reserve University, Scott Golas, Nicholas C. Burk
Ultimate Performance: Measuring Human Resources at Work
- Copyright
- Preface
- Introduction
- Imperatives of Metrics
- A Path to Alignment
- Supporting Human Capital Decision Making
- Employee Assets and Contribution
- Employee Contribution to Risk
- The Employee Lifecycle—A Metrics Roadmap from the C-Level
- Missions, Objectives, and Metrics
- Measuring Staffing—A Better Approach to Hiring Metrics
- Beyond Hiring—Metrics for Employee Development and Retention
- Succession Planning and Internal Mobility
- Current Measurement Practices—Lessons from the Field
- Case Studies—Metrics in Action
- Human Capital and Organizational Performance
- HR Outsourcing and Metrics
- The Problem
- The Failed Promise of Transformation
- The Real Value
- Integrated HR Outsourcing
- Metrics Can Play a Pivotal Role in HR Outsourcing Success or Failure
- What Is the Measure of Reward for Getting It Right?
- Know Your Business—and Know Outsourcing
- Fast Company Came Close . . . Tom Stewart Came Closer
- A Practical Guide to Building Your Ultimate Dashboard
- How to Develop Your Ultimate Dashboard
- Communicating Your Ultimate Dashboard
- Best Dashboard Practices with Scott Morrison, Manager of Recruiting Programs at Salesforce.com
- How to Make Really Big Mistakes
- Dealing with Bad Data
- What Is a Data Warehouse?
- Best Dashboard Practices with Mary Claire Ryan, Director of Sourcing at Riviera Advisors
- Where to Leverage Technology
- Conclusion
- References
- About the Contributing Authors
Jeremy Shapiro
Jeremy Shapiro is a Vice President at Bernard Hodes Group, where he co-manages the Hodes iQ e-recruiting product suite. Jeremy has coached hundreds of companies through challenging recruiting technology implementations over the past decade. He holds an M.S. in Information Systems from NYU’s Stern School of Business.
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