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by Jeremy P. Shapiro Case Western Reserve University, Scott Golas, Nicholas C. Burk
Ultimate Performance: Measuring Human Resources at Work
Copyright
Dedication
Preface
Introduction
Imperatives of Metrics
Metrics of Business
Define and Understand the Business Strategy
Identify Human Capital Deliverables that Impact the Business
Measure the Impact of HR Deliverables
Outsourcing: A Perfect Example
Organization Leaders Should Focus on Objectives, Not Strategy
More and Better Performance Metrics Must Be Developed
A Path to Alignment
Demonstrating Alignment
Human Resources Accounting: Well Intentioned, but Not Well Received
Supporting Human Capital Decision Making
Three Decision Maker Perspectives
The Role of Human Resources in Decision Support
Employee Assets and Contribution
Human Capital and Production
Human Capital and Intellectual Capital
Modeling Employee Contribution
The Incremental Employee Contribution Model
Employee Contribution to Risk
Background
Categorizing Risks—Type and Source
Categorizing Risks—Frequency and Consequence
Categorizing Costs
Quantifying the Risk Profile
Quantifying Return
The Employee Lifecycle—A Metrics Roadmap from the C-Level
Managing Through Metrics
The Chief Human Resources Officer (CHRO) versus Other C-Level Executives
Attract
Acquire
Develop
Utilize
Separate
Missions, Objectives, and Metrics
Correlating Performance and Goals
Working with Metrics to Evaluate Human Capital
Closed Loop Human Capital Cycle
After Implementation
Executive Reporting
The Human Capital Blueprint™
When Measuring Human Capital
Measuring Individual Human Capital Performance
Pointers
Warnings
Organizational Missions, Objectives and Metrics
Sample Objectives
HR Metrics Defined—Performance Diagnosed
Performance Diagnosis Matrix of Enabling Questions
Measuring Staffing—A Better Approach to Hiring Metrics
New Hire Quality
Time
Hiring Manager Satisfaction
Recruiting Cost Ratio
Recruiting Efficiency
Case Study: Measuring New Hire Quality
Why Hasn’t IT Been Measured
Getting Started
Beyond Hiring—Metrics for Employee Development and Retention
Introduction
Defining Development
Purpose of Development
Performance Outcomes
General Versus Job Specific Development
Time Frame for Outcome
Formal Versus Informal Development
Retention
Approaches to Development Metrics
Development and Retention Metrics: Getting Started
Proposed Development Metrics
Approaches to Retention Metrics
Obsessing Over Turnover
Limiting Internal Movement
No Rehires
Employee Development
Predictive Retention Metrics
Organizational Commitment
Intent to Leave
Proposed Retention Metrics
Succession Planning and Internal Mobility
Case Study—Internal Mobility at Harrah’s Entertainment
Measuring the Supply Side (Employees)
Metric One: Percent of Internal Hires
Metric Two: Internal Fluidity
Metric Three: “High Potential” Mobility
Metric Four: Exit Interview Feedback
Metric Five: Human Resources Time-to-Contact
Demand Side = Succession Planning
Metric One: Vulnerability Scan
Metric Two: Vulnerability Action Plan
Metrics Three, Four, Five, and Six: Succession Planning and Baby Boomer Retirement
Metric Three: The Retirement Forecast
Metric Four: Scope of Retirement Impact
Metric Five: Business Impact Analysis
Metric Six: Retirement Action Plan
Current Measurement Practices—Lessons from the Field
Introduction
What Makes a Good Metric?
A Common Mistake
How Other Industries Measure
Certifications as Benchmarks
Ten Lessons from the Field
Case Studies—Metrics in Action
Sherri Bliss: Program Manager, PacifiCare Health Systems
Metrics Help Intel Leap Ahead
Introduction to Intel’s Staffing Metrics Portfolio
Human Capital and Organizational Performance
Leading-Lagging Indicator Relationships
The Matrix of Relationships
Measures of Meaning
Example 1. Employee Behavior Rating Form for Customer Contact Position
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
Nicholas C. Burkholder
Scott Golas
Jeremy Shapiro
Robert Yerex, Ph.D.
Anthony Roig
Christy Risser-Milne
Alissa Stanley
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