Reviews of The HR Scorecard
The HR Scorecard provides a language for HR professionals and line managers working together to really nail the connection between HR interventions and the firm's success. At HP, we’ve long had the saying “What gets measured, gets done”. As HP reinvents itself, the changes to HR strategies and programs must be on target and the only way to tell is through a measurement system. The new demands on HR are causing us to reinvent the HR organization right along with the reinvention of the company. The new HR scorecard at HP must evolve to capture the interventions that make HP more competitive over both the short and long term. The HR Scorecard provides useful guidance as we progress along our reinvention journey.
Susan Bowick, Vice President and Director of Human Resources, Hewlett Packard. Palo Alto, California
At the root of every business challenge or opportunity is a human issue. If you believe that, you must take seriously the challenge of strategically planning for, and measuring the results of, human resource work. The HR Scorecard will both challenge your thinking in this area and provide options that you can use today.
Ralph Christensen, Senior Vice President Human Resources, Hallmark Cards
This book serves as a tremendous strategic tool for HR functions to showcase their impact on the business. Only through measurement can we demonstrate our role in executing strategies. If you want to succeed in the new economy as a high performing HR strategic partner, I recommend you read this book.
Robyn Ewing, Senior Vice President, Energy Services HR, Williams
The HR Scorecard demonstrates how improved measurements play a vital role in linking human resource initiatives to business strategies and to significant increases in shareholder value. The authors document the benefits from HR departments shifting their focus from functional excellence to value-creating business partner, from efficiency to effectiveness, and from measuring inputs and activities to measuring outcomes and mission accomplishment. Executives will learn how to mobilize their human resources to become industry leaders.
Robert Kaplan, Marvin Bower Professor of Leadership Development at Harvard Business School
Sears’ primary business retail sales is certainly one of the oldest and most universal forms of business enterprise. It’s also one in which business transactions are measured frequently, minutely and relentlessly. Yet, except for “expense” calculations (payroll costs, benefits, training, etc.) we have done little to create metrics which showcase the actual value created by people and human resource practices. Sears has done some of its own work in this area, but Becker, Huselid and Ulrich succeed masterfully at casting the HR scorecard in a truly strategic and multi-industry perspective. This book works at both the theoretical and practical level to help HR professionals, indeed, any interested manager to develop a comprehensive, actionable set of models and metrics for assessing the strategic linkages and impacts of a company’s HR architecture. HR departments can put it to immediate use in re-thinking their contribution to business success, and learning a meaningful language to communicate that contribution.
Steven P. Kirn, Vice President of Human Resources Planning and Development, Sears, Roebuck and Co.
A must read for all HR executives. Full of useful findings, methods, measures and examples.
Edward E. Lawler III, Author of Rewarding Excellence: Pay Strategies for the New Economy
There is a critical need for HR organizations to document and measure their contribution to shareholder value, yet few ever do. Ulrich, et al have laid out a compelling way to define and measure HR's ability to affect the bottom line. Their book constitutes a breakthrough in thinking for the HR function.
Paul McKinnon, Senior Vice President Human Resources, Dell Computer Corporation
This fact-filled, thoughtful, well-researched book provides valuable insights on the most pressing issue facing organizations today: how to measure their human resource performance. In an economy increasingly based on knowledge and people, no executive can afford not to read this book.
Jeffrey Pfeffer, Thomas D. Dee II Professor of Organizational Behavior at the Stanford Business School and author of The Human Equation: Building Profits by Putting People First
The HR Scorecard is the definitive guide for today’s Human Resource Professional. It is a perfect insight into a field that has been under much scrutiny and need for change. The Scorecard is a tool that has helped us transform our organization to Peak Performance. Linking the scorecard to our most valued asset, human capital, will keep us at our peak.
Milano Reyna, Worldwide Human Interests Director, Saatchi & Saatchi
The message here for HR professionals is clear…focus on important stuff outcomes. Outcomes, like customers, improved profitability and superior shareholder return. The message here for organizations is equally clear…hold HR professionals accountable for their ability to affect those outcomes.
Tony Rucci, Senior Vice President for Administration, Sears, Roebuck and Co.
This book is a must read primer for those Human Resources professionals who view running HR as a business critical to their mission and success of their company. I found the business basis for this work straightforward and easy to understand. As Human Resources is called upon more and more frequently to determine the future needs of the business, it is critical we are able to speak and understand a common language of business. The contributions of this book help create the foundation of understanding and practical application of business fundamentals and metrics for the HR community.
Mike Tindall, Vice President of Strategic Measures, Prudential Financial
At Verizon, HR is in the business of making investments in human capital on which there should be a return. The HR Balanced Scorecard provides the process to manage human capital as effectively as we manage the other assets of the business. HR now has the same capability as line functions to track, report and analyze performance metrics as part of ongoing business operations.
Garrett Walker, Director of Workforce Metrics, Verizon