Strategic HR Review

Measuring return on investment in HR : Table of Contents

Jack Phillips, Patti Phillips — Sat Oct 24 08:00:20 BST 2009

Abstract:
Purpose – During difficult times in the economy, nothing is more important to top executives than knowing the true value of a particular project or program. “Show me the money” has become a battle cry for many executives demanding that any new HR project or program shows its value even before it is implemented and, certainly, the impact and return on investment (ROI) after it has been implemented. This article describes the ROI methodology, a measurement process developed almost 30 years ago and refined over the years to the point that it is now becoming a staple for many HR functions. Design/methodology/approach – Around the globe, HR executives are taking a look at the ROI methodology process as a way to show credible values, including financial ROI. The process is executive friendly, user friendly and almost always passes the test of very critical researchers and professors. This article describes why and how it is being used to show the contribution of HR programs, improve programs so that they add more value, build support for HR, enhance commitments and solidify important business relationships. Findings – This method can be used to show the value of major programs and projects and establish HR a business partner. Originality/value – With the ROI process, the HR staff and the client will know the specific contribution of an HR program. Measuring ROI is one of the most convincing ways to earn the respect and support of the senior management team – not only for a particular HR program, but also for other HR projects.

Human capital measurement: an approach that works : Table of Contents

Dilys Robinson — Sat Oct 24 08:00:20 BST 2009

Abstract:
Purpose – This paper draws on research undertaken by the Institute for Employment Studies exploring what human capital measurement means to organizations and how HR can use it as a means to raise its profile as a strategic business partner within its organization. Design/methodology/approach – During 2007/2008, 14 organizations participated in action learning workshops, to help them devise a set of relevant people measures for use within their organizations. Findings – Involvement in measuring people appears to raise HR's status, but only if certain conditions are met. In particular, the information must be genuinely useful to managers and there needs to be a clear link between measures and performance. Originality/value – Measuring the value people bring to a business can be tricky but is vital to monitoring the health of an organization. Early discussions reveal that the term “human capital measurement” is not in common use and there is confusion around how this type of measurement is best approached.

Partnering with your leadership development provider: 12 best practices : Table of Contents

Mark E. Haskins, George R. Shaffer — Sat Oct 24 08:00:20 BST 2009

Abstract:
Purpose – This paper presents a dozen ways for HR leaders to partner with their executive education leadership development providers in order to promote the tailored design, and most impactful delivery, of a custom leadership development program. Design/methodology/approach – This paper is the culmination of numerous years of working with corporations in the design and delivery of executive education leadership development programs. More precisely, it is based on several recent leadership development client engagements where a number of these best practices have been embraced by the client with positive outcomes. Findings – The 12 best practices outlined in the paper. Practical implications – The contemporary, field-inspired actions presented here are immediately and broadly applicable to those HR managers engaged in partnering with providers of custom leadership development programs aimed at enhancing organizational talent, expanding leadership skills and/or developing a cadre of high-potential managers. Originality/value – In a concise and comprehensive manner, readers are provided with a dozen concrete action items to insure the successful and impactful design, development and delivery of custom executive education leadership development programs.

Building culture from the outside in : Table of Contents

Dave Ulrich, Justin Allen, Norm Smallwood, Wayne Brockbank, Jon Younger — Sat Oct 24 08:00:20 BST 2009

Abstract:
Purpose – Traditional views of organizational culture have one thing in common; they define culture from the inside out – who we are, what we do and how we do it. In this article, the authors suggest that a more robust and practical approach to leveraging culture is to identify and shape culture from the outside in. Design/methodology/approach – They define culture as “what we want to be known for by our best customers made real to our employees through systemic processes every day.” With a practical process, the article outlines four straightforward steps to create culture from the outside in. They are: clarify a compelling strategy to identify target customers; create a unity of identity; make that identity real for customers; and make that identity real for employees. Findings – The paper reiterates that a more robust and impactful approach to leveraging culture is by defining and shaping it from the outside in. When leaders follow the four steps outlined above, they will define the right, customer-centric culture. In a volatile world of speed and change, customers must be the foundation of organizational culture. Originality/value – The authors conclude that in a volatile world of speed and change, organizations build winning cultures when their culture efforts begin with customers, then shift to employee behaviors and organizational processes.