Our main thesis in The Workforce Scorecard is that managers and leaders need a strategy for the business, a strategy for the workforce, and a strategy for the HR function. As a corollary, they also need a series of metrics and measures for each; a balanced scorecard, a workforce scorecard, and an HR scorecard. And that process begins by developing an understanding of the unique processes through which the workforce creates value throughout the business.

Managers should spend the time and resources to understand how the workforce creates value within their own firms – before they begin to measure anything.

Read Mark Huselid’s interview on the Workforce Scorecard with Veritude

The answer to the question “how do you go about measuring HR?” will be different depending on the organization. That’s why I’m so critical of broad-brushed benchmarking efforts.

Read Mark Huselid’s interview on workforce measurement with Queen’s University

Line and HR managers need to shift their focus from thinking of HR as a cost to be minimized and embrace the idea that investments in human capital can be a significant source of value creation for shareholders.

Read Mark Huselid’s interview on the HR Scorecard with Ubiquity’s John Gehl

An HR Scorecard is a mechanism for describing and measuring how people and people management systems create value in organizations. Designing an HR Scorecard is not so much a thing as it is a process.

Read Mark Huselid’s interview on the HR Scorecard with HR.com’s David Creelman