Summary: The HR Scorecard E-Book

BusinessNews Publishing

• Herausgeber: Business Book Summaries
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 28

Veröffentlichungsjahr: 2014

Beschreibung

The must-read summary of Brian Becker, Mark Huselid and Dave Ulrich's book: "The HR Scorecard: Linking People, Strategy and Performance".

This complete summary of the ideas from Brian Becker, Mark Huselid and Dave Ulrich's book "The HR Scorecard" introduces a measurement system that showcases how HR impacts business performance. The “HR Scorecard” matches business strategy against HR deliverables and objectives to provide a statistical basis by which HR efficiency and contribution to strategy implementation can be measured. In their book, the authors provide a seven-step model for embedding HR systems within the firm's overall strategy. This summary will teach you how to use this to maximise the overall quality of human capital in your company.

Added-value of this summary:
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• Expand your knowledge

To learn more, read "The HR Scorecard" and find out how you can use this strategy to get the most out of your employees.

Leseprobe

Book PresentationThe HR Scorecard by Brian Becker, Mark Huselid, Dave Ulrich1

Book Abstract

About the Author

Important Note About This Ebook

Summary of The HR Scorecard (Brian Becker, Mark Huselid, Dave Ulrich)4

1. Clarify and articulate the business strategy

2. Develop the business case for HR as a strategic asset

3. Create a strategy map for the firm

4. Identify HR deliverables within the strategy map

5. Align the HR architecture with HR deliverables

6. Design the HR strategic measurement system

7. Execute management by measurement

Book PresentationThe HR Scorecard by Brian Becker, Mark Huselid, Dave Ulrich

Book Abstract

Main idea

The HR (human resources) scorecard matches business strategy against HR deliverables and objectives to provide a statistical basis by which HR efficiency and contribution to strategy implementation can be measured.

As such, the HR scorecard is a management tool which allows a business to:

Manage HR as a strategic asset and a source of competitive advantage.Quantitatively demonstrate HR’s contribution to the firm’s financial results and bottom-line profitability.Create and measure the degree of alignment between the strategy of the business and its HR architecture.

When used effectively, HR scorecards link the things people do with the strategy of the company. The HR scorecard also allows a HR architecture to evolve which is measurement managed and systematic. And the HR scorecard allows the human resource function to fill a strategic role in the business – participating fully in the balanced goals of cutting costs and creating added value.

In total, the HR scorecard makes it possible for HR to enhance its role as a strategic business asset.

About the Author

BRIAN BECKER is Professor of Human Resources and Chairman of the Department of Organization and Human Resources in the School of Management at the State University of New York at Buffalo. He specializes in the relationships between human resources systems, strategy implementation and firm performance.

MARK HUSELID is Associate Professor of HR Strategy in the School of Management and Labor Relations at Rutgers University. He specializes in the linkages between human resources management, corporate strategy and firm performance. Professor Huselid also serves as Editor of the Human Resources Management Journal.

DAVE ULRICH is Professor of Business at the University of Michigan. He specializes in building leadership brand, creating organizational capabilities, developing a shared mind-set and shaping the HR agenda.

Important Note About This Ebook

This is a summary and not a critique or a review of the book. It does not offer judgment or opinion on the content of the book. This summary may not be organized chapter-wise but is an overview of the main ideas, viewpoints and arguments from the book as a whole. This means that the organization of this summary is not a representation of the book.

Summary of The HR Scorecard (Brian Becker, Mark Huselid, Dave Ulrich)

1. Clarify and articulate the business strategy

Main Idea

Until a firm clarifies its business strategy precisely and in a way that employees understand, it will be impossible to measure how successful the organization is. Therefore, before focusing on implementing the strategy of the business, there must be the capacity to definitively state the preferred business strategy clearly, concisely and free of ambiguities.

Supporting Ideas

The HR role within a firm has evolved over the past century quite dramatically:

The traditional perspective was to view HR as being purely administrative – administering benefits and payroll.