The Workforce Scorecard: Managing Human Capital To Execute StrategyHarvard Business Review Press, 2005 M03 15 - 304 páginas In a marketplace fueled by intangible assets, anything less than optimal workforce success can threaten a firm's survival. Yet, in most organizations, employee performance is both poorly managed and underutilized. The Workforce Scorecard argues that current management and human resources practices hinder employees' ability to contribute to strategic goals. To maximize the power of their workforce, organizations must meet three challenges: view their workforce in terms of contribution rather than cost; replace benchmarking metrics with measures that differentiate levels of strategic impact; and make line managers and HR professionals jointly responsible for executing workforce initiatives. Building on the proven model outlined in their best-selling book The HR Scorecard, Mark Huselid, Brian Becker, and co-author Richard Beatty show how to create a Workforce Scorecard that identifies and measures the behaviors, competencies, mind-set, and culture required for workforce success and reveals how each dimension impacts the bottom line. Practical and timely, The Workforce Scorecard offers crucial lessons for leveraging human capital to achieve strategic success. |
Contenido
1 | |
29 | |
31 | |
The Metrics Challenge
| 65 |
3 Building the Workforce Scorecard
| 67 |
4 Linking the Workforce and HR Scorecards
| 99 |
5 Collecting and Interpreting Workforce Scorecard Data
| 131 |
The Execution Challenge
| 157 |
6 Strategy Execution I
| 159 |
7 Strategy Execution II
| 187 |
8 Communication and Learning Programs for the Workforce Scorecard
| 209 |
9 The End Product
| 231 |
Notes
| 255 |
265 | |
About the Authors
| 277 |
Otras ediciones - Ver todas
The Workforce Scorecard: Managing Human Capital to Execute Strategy Mark A. Huselid,Brian E. Becker,Richard W. Beatty Vista previa limitada - 2005 |
Términos y frases comunes
accountable alignment approach assess assets become behaviors Big Pharma capital challenge chapter clear communicate competencies competitive contribution cost create critical culture decisions deliver described differentiation discussion drivers effective efforts elements employees example executive team expectations experience Extent figure firm firm’s strategy focus focused force goals growth hire HR function HR management system HR professionals Human identified impact implementing important improve increase initiatives investment leaders leadership leading learning line managers means metrics mind-set operational organization outcomes Percent performance perspective plans players positions potential practices problem questions reflects relationship requires responsibility rewards role selection senior executives shared skills specific strategy execution survey tion tool understand workforce measures workforce metrics Workforce Scorecard workforce strategy workforce success