Proving the Value of HR

Résumé du livre

Todays HR professionals need a balanced set of measures and processes to show the value of the HR contribution. Measuring the return on investment (ROI) is a promising tool to provide convincing data about the contribution of specific HR programs and processes. It is now a part of the measurement mix. It is, however, one of the most challenging and intriguing issues facing the HR field. The challenging aspect of the process is the nature and accuracy of its development. The process often seems confusing, inundated with models, formulas, and statistics that often frighten the most capable HR practitioners who joined human resources because they loved working with people, not numbers. Coupled with this concern are misunderstandings about the process and the gross misuse of ROI concepts in some organizations. These issues sometimes leave practitioners with a distaste for ROI. Unfortunately, ROI cannot be ignored. To admit to clients and senior managers that the impact of human resources cannot be measured is to admit that HR programs do not add value or that the HR department should not be held accountable for its impact positive or negative on the organizations bottom line. In practice, ROI must be explored, considered, and ultimately implemented in almost every organization whether it is for profit or nonprofit, public or private.