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HR Scorecard for High-Performance Work Systems

The document discusses constructing an HR scorecard to measure human resource performance and value. It describes four dimensions to measure: 1) lead indicators of the high-performance work system, 2) HR system alignment, 3) HR efficiency, and 4) lag indicators of HR deliverables and employee behavior. Examples of measures include the number of exceptional candidates recruited and the proportion of employees receiving formal performance reviews. The HR scorecard focuses on leading indicators, distinguishes HR responsibilities from outcomes, and helps managers evaluate costs and value.

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dhanyaprasad8
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361 views11 pages

HR Scorecard for High-Performance Work Systems

The document discusses constructing an HR scorecard to measure human resource performance and value. It describes four dimensions to measure: 1) lead indicators of the high-performance work system, 2) HR system alignment, 3) HR efficiency, and 4) lag indicators of HR deliverables and employee behavior. Examples of measures include the number of exceptional candidates recruited and the proportion of employees receiving formal performance reviews. The HR scorecard focuses on leading indicators, distinguishes HR responsibilities from outcomes, and helps managers evaluate costs and value.

Uploaded by

dhanyaprasad8
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd

Constructing The HR Scorecard

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4 Dimensions

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1
Lead indicators

The High-Performance Work System


HR System Alignment HR Efficiency (policy implementation)
Lag indicators

2 3

HR Deliverables (employee behavior)

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Examples of HPWS Measures

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How many exceptional candidates do we recruit for each job opening? What % of the workforce is regularly accessed via formal performance appraisal? What proportion of merit pay is determined by formal PA?

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HR system Alignment

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Strategy implementation model specifies needed competencies and employee behavior model.
HR system could be geared towards these competencies and behavior.

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return

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Increase sales by 10%


Increase in no of sales people or make the existing workforce more competent

Recruitment or Training

HR efficiency

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Efficiency Metrics
Core efficiency
no direct contribution to firms strategic implementation
(not directly influencing HR deliverables)

Strategic Efficiency Measures

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HR scorecard
Focuses on leading indicators

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Distinguishes between HR doables and deliverables Encourages flexibility and change


Enables to control cost and value Helps HR managers to effectively manage their strategic responsibilities
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Cost Benefit Analyses

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Attributes
Strategic importance Financial significance

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Widespread impact
Focus on key issue, problem, or decision facing line managers

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Determining ROI
Identifying Costs Identifying Benefits Calculating ROI

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Cost Benefit Analysis A Hierarchy of Approaches


LEVEL
1 2
Benefit Cost Calculation Estimates estimates

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Freque ncy Never

Intuition

Intuition

None

Intuition

Good

Payback, Breakeven NPV

Irregular

Good

Good

regular

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