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Once thought of simply as the place where employee records are kept, today's human resources department has evolved into a manager of human capital. However, HR faces challengesamong them providing necessary services at competitive cost, enhancing productivity, and justifying budgets at a time when outsourcing firms threaten its very existence. Now more than ever, HR needs to position itself as a value-added partner that contributes to the strategic goals of its organization.
This Third Edition of a human resources classic is the only book to provide a proven, quantifiable method for accurately measuring the productivity of all major HR functions. How to Measure Human Resources Management is nothing short of a must-have for HR managersa tool that allows you to gauge the effectiveness of your department and communicate with senior management in the quantitative business language they understand.
Thoroughly revised, this practical guide offers new chapters that show how to measure:
Now you can accurately measure virtually anything that needs measuring, from a specific task to the way your entire department is organized. You'll see how to support your managerial decisionsfrom how much HR staff is needed to how much to spend on HR serviceswith hard numbers obtained from easy-to-apply formulas and benchmark database examples. Authors Jac Fitz-enz and Barbara Davison expertly demonstrate how you can:
The book includes another new chapter on employee communicationswhich is at the heart of leading the new employeeas well as expanded coverage of the role of technology, now the driving force in HR management. The authors also offer guidance in linking HR activities to business objectives and, ultimately, to the organization's goals. In addition, they examine the future direction of HR and its likely prospects, problems, and payoffs in the new millennium.
Direct, easy-to-follow, and remarkably insightful, How to Measure Human Resources Management is a resource no HR manager can afford to be without.
Protect your HR department and prove its value with a measurement system that works
Is it cost-effective to add staff in a given area? Does a training program have a positive impact on costs and sales? How can you increase employee satisfaction and also benefit the organization? At a time when human resources managers are under great pressure to accurately measure job performance, defend their budgets against outsourcing, and even justify their own existence, answering questions like these is a necessary yet often difficult challenge.
How to Measure Human Resources Management is designed to help HR managers confidently measure all major personnel functions and make tough decisions. From hiring and staffing, to compensation and benefits, to training and development, to employee relations and retention programs and more, you'll see how to better measure and manage overall HR productivity and serviceconfirming your role in giving your company a competitive edge. This completely updated Third Edition of a classic HR text provides a wealth of new information, including:
Use How to Measure Human Resources Management to show top management in quantitative terms how the HR function contributes to your company's bottom line.
|Preface to the Third Edition|
|Prologue: The Long Road to Today||1|
|Pt. I||Why Measure Human Resources||5|
|1||The New Human Resources||7|
|2||Trends in Human Resources||13|
|3||Designing a Measurement System That Works||21|
|4||If You've Never Measured HR Before...||35|
|Pt. II||How to Measure Hiring and Staffing||43|
|5||Measuring Workforce Planning||45|
|7||Keeping Management Your Customer Satisfied with the Hiring Process||79|
|Pt. III||How to Measure Compensation and Benefit Values||109|
|8||Compensation: Connecting It to Revenues and Expenses||113|
|9||Benefits: Measuring Plan Effectiveness||141|
|Pt. IV||How to Measure Training and Development Values||157|
|10||e-Learning: Distance and Self-Paced Learning Measures||159|
|11||Knowledge Management: Linking with Organizational Learning||165|
|12||Leadership and Management Development: Measuring the Effect||175|
|13||Career Management: Tracking the Value||201|
|14||Organization Development: Measuring the Business Outcome||211|
|Pt. V||How to Measure Employee Relations and Retention Programs||231|
|15||Orientation and Counseling: Measuring Connections and Cost||233|
|16||Absenteeism and Turnover: Understanding Cost and Reasons||255|
|Pt. VI||e-HR: Moving HR to the Web||283|
|18||Workforce Analytics: Supporting Business Decisions||289|
|19||Communication: Reporting Outcomes and Trends||307|
|Pt. VII||How to Measure Alternative Methods' Value||315|
|20||Outsourcing and Call Centers: Assessing the Value||318|
|21||Employee Self-Service: Gauging Effectiveness||329|
|Epilogue: Where HR Goes from Here - Prospects, Problems, and Payoffs in the Twenty-First Century||335|
Posted April 16, 2009
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Jac Fitz-enz is the man who started the "HR Metrics" revolution in the early 1980s and in this book he introduces the topic is a simple, easy manner that will appeal to the beginner and advanced readers. This is a book written primarily for the HR professional and therefore, some basic understanding of the various HR functions is assumed. If you're considering a primer on HR metrics or looking to buy just one book that will provide the basics as well as serve as reference, then this is the book. You may also want to consider the more advanced "The ROI of Human Capital" if you want a more in-depth understanding of the topic.
Fitz-enz divides the book to seven parts with the first part of the book (Part 1) focusing on "Why measure HR." These are arranged in 4 chapters that present a compelling picture for using and implementing HR metrics as well as several pointers on implementing viable and effective HR systems.
In each of the subsequent six parts, one of the main functions of human resources is discussed with specific chapters on all relevant HR activities and numerous metrics and detailed examples to demonstrate how to use and apply the metrics. The areas covered include:
Part 2: Hiring and staffing including workforce planning, recruiting and the hiring process.
Part 3: Compensation and benefits divided into a chapter on compensation and another on benefits.
Part 4: Training & development including e-learning; knowledge management; leadership and management development; career management; and organization development.
Part 5: Employee relations and retention with chapters on orientation; absenteeism and turnover; and labor relations.
Part 6: e-HR. The chapter on workforce analytics is excellent and probably the best introduction to the topic I've come across. There's also a second chapter on communicating and reporting outcomes.
Part 7: Alternative methods such as outsourced call centers and employee self-service.