The HR Scorecard: Linking People, Strategy, and Performance

# The HR Scorecard: Linking People, Strategy, and Performance

Brian E. Becker, Mark A. Huselid, Dave Ulrich

Harvard Business School,

Boston, Massachusetts

2001

The book outlines a powerful measurement system for highlighting the role that human resources plays as a source of competitive advantage and a driver of value creation in a company. Builds on the proven Balanced Scorecard model, showing how to link HR's results to measures that gain respect such as profitability and shareholder value. Providing the tools and systems required for leading"measurement managed" HR architecture, this important book heralds the emergence of human resources as a strategic powerhouse in today's organizations.

Three experts in the field outline a powerful measurement system that highlights the indisputable role HR can play as both a prime source of sustainable competitive advantage and a key driver of value creation. They draw from an ongoing study of nearly 3,000 firms to outline a seven-step process they call an HR Scorecard, specifically designed to embed human resources systems within a firm's overall strategy and manage the HR architecture as a strategic asset. Building on the proven Balanced Scorecard model, they also show how to link HR's results to measures-such as profitability and shareholder value-that line managers and senior executives will understand and respect.

The authors argue that human resource's strategic role begins with designing an HR architecture-the HR function, the HR system, and strategic employee behaviours-that relentlessly emphasizes and reinforces the implementation of the firm's strategy. Using compelling examples from a variety of leading companies, they explain how to develop and implement an HR Scorecard in order to both manage the HR architecture as a strategic asset, as well as measure the contribution of that asset to firm performance.

# Making Change Happen One Person at a Time Assessing Change Capacity within Your Organization

Charles H. Bishop

AMACOM, New York,

2001

In today's volatile business environment, effective change management is critical to the success of your company-but if you haven't got the right people in the right positions, your change effort is almost certainly doomed to failure.

Making Change Happen One Person at a Time offers a refreshingly different approach to change management, based on a simple, eye-opening premise: that organizational change happens one person at a time. In this down-to-earth guide, Charlie Bishop uses his unique "personal change capacity" model to show you how to identify and develop the people you can (or can't) count on to lead and facilitate change. You'll learn how to spot A-players, who thrive in pivotal change positions; B-players, happy to provide support and take on some new challenges; C-players, solid performers, but not comfortable with change; and D-players, whose resistance to change is so strong that the company may be better off without them.

Based on a proven, workplace-tested process developed by the author for major companies, Making Change Happen One Person at a Time also equips you to appraise the readiness of your whole organization or department to support the change effort. Whether you are a senior executive, human resources professional, or operational manager, you can use this hands-on resource to:

>> Put the right people in the right jobs to lead your organization's change initiatives.

>> Identify in advance the "weak links"-areas of vulnerability that could undermine your goals.

>> Focus, accelerate, and align the actions of the leadership team to save valuable time and scarce organisation resources.

>> Prepare your organization to sustain itself over time by building change capability not as a singe event but an on-going skill that must be learned and fine-tuned.

>> Create development and coaching plans that best match individual needs.

>> Energise yourself and your staff to be proactive in the change process.

If change is a high priority on your corporate agenda, Making Change Happen One Person at a time will provide you with a detailed roadmap for optimising the entire change process. Packed with real-world examples, analysis and planning tools, and assessment forms, this book will guide you step-by-step through the vital job of choosing the best people to make change happen.