The Workforce Scorecard Managing Human Capital to Execute Strategy
Mark A. Huselid Brian E. Becker Richard W. Beatty
Physical
In CirculationWhat will you learn from this book
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Linking Human Capital to Strategy: Understanding the alignment between human capital initiatives and the overall business strategy.
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Metrics and Measurement: Developing key metrics and measurement systems to assess the impact of human capital on organizational performance.
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Human Capital Analytics: Utilizing data and analytics to make informed decisions about workforce management and strategic initiatives.
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Strategic Workforce Planning: Aligning workforce planning with strategic business goals, ensuring the organization has the right talent to execute its strategy.
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Performance Management: Designing effective performance management systems that tie individual and team performance to strategic objectives.
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Talent Acquisition and Retention: Strategies for attracting, developing, and retaining talent critical to achieving strategic objectives.
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Learning and Development: Investing in learning and development programs that enhance employee skills and align with the organization's strategic needs.
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Leadership Development: Fostering leadership capabilities that drive strategic execution and align with the organizational culture and values.
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Employee Engagement: Enhancing employee engagement to improve productivity, innovation, and overall organizational performance.
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Continuous Improvement: Embracing a culture of continuous improvement in human capital management to adapt to changing business environments.
| Language | English |
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| ISBN-10 | 1-59139-245-4 |
| No of pages | 275 |
| Font Size | Medium |
| Book Publisher | Harvard Business School Publishing |
| Published Date | 01 Mar 2005 |
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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 resource 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 bestselling book "The HR Scorecard", Mark Huselid, Brian Becker, and coauthor 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.