The workforce scorecard: managing human capital to execute strategy Huselid, Mark A.

By: Huselid, Mark A
Contributor(s): Beatty, Richard W | Becker, Brian E
Material type: TextTextPublisher: Boston HBS Publishing 2005Description: xx, 278 p.ISBN: 9781591392453Subject(s): Performance standards | Personnel managementDDC classification: 658.312 Summary: Driving strategy through workforce performance 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 challenge: 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.
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Driving strategy through workforce performance 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 challenge: 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.

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