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Home > Business/Finance > Diversified Services > Human Resources
World-Class HR: The New Measurement Agenda
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- Chapter 1: Introduction
- Redefining HR Strategy: Survey Findings
- Measuring HR Value: Confidence and Demonstrability
- Measuring HR Value: the Intangible made Tangible
- Measuring HR Value: the Human Dimension of Business
- Accounting for human capital: first attempts
- The balanced scorecard approach to human capital
- Measuring people’s contribution: The Human Capital Monitor
- Measuring HR Value: Four Key Truths
- Truth No 1: having a measure capable of being linked to essential corporate goals does not mean you are using it in that way
- Truth No 2: casual links are never self-evident - they have to be proved (and re-proved)
- Truth No 3: Validity is only achieved if the metric succeeds in capturing what it is supposed to
- Truth No 4: The right data is useless if it is not acted on
- Conclusion: Linking Measurement to Change
- Case Study: Novo Nordisk
- Chapter 2: Measuring Human Capital
- Tailored or Benchmarked?
- Big Picture or Small Picture?
- Tangible or Intangible?
- Conclusion: Alignment or Projection?
- Action Points
- Case Study: Reuters
- Chapter 3: Measuring Commitment
- Measuring Commitment: The Lessons from Tracking M&As
- Conclusion: Tracking Changing Goalposts
- Action Points
- Case Study: Deutsche Bank
- Chapter 4: Measuring Engagement
- Measuring Engagement: Ongoing assessment
- Case Report: Royal Bank of Scotland
- Case Report: Reuters
- Measuring Engagement: Specific Initiatives
- Case Report: British Airways
- Case Report: The Children’s Mutual
- Case Study: Central Norfolk Health and Social Care Economy
- Chapter 5: Measuring Innovation
- The Creative Class Index
- The Strategic Competencies Approach
- The Cultural Assessment Approach
- The Importance of Cross-correlated Indicators
- Case Report: Measuring and assessing ‘freedom to fail’
- Case Study: Nortel
- Chapter 6: Measuring Strategic Capabilities
- Measuring Strategic Capabilities: The Ulrich/Smallwood Model
- Case Report: InterContinental Hotels Group
- Conclusion: Alignment and the Role of the Balanced Scorecard
- Case Study: Yorkshire Water Services
- Chapter 7: Reporting and Benchmarking Human Capital
- Attempts to Quantify Value
- Establishing the Right Framework
- Conclusion: More than a Collection of Indicators
- Action Points
- Case Study: Allied Irish Bank
- Chapter 8: Developing Strategic HR Measurement Capability
- The Mercer/CIPD Framework
- A Training Needs Assessment
- Setting human capital management in context
- Getting started: gathering and collating the data
- Tools and methodologies
- Reporting the data
- Conclusion: Towards a Dedicated Human Capital Model
- Case Study: Royal Bank of Scotland
- Chapter 9: Executive Summary
- The Pathway to Strategic HR Measurement Excellence
- Gathering the data
- Collating the data
- Choosing the tools and techniques
- Training HR staff
- Integration into the operational and finance review cycle
- Internal reporting
- External reporting
- Towards a dedicated human capital model
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