According to Becker, Huselid and Ulrich (2001), The HR performance measurement system is what will determine the influence HR has in the organization which is inclusive of their credibility as a strategic partner. Therefore, it is imperative that HR choose relevant data when choosing a performance-measurement system to assist with monitoring the progress of an organization like Creative Options and Employment (COE). As a nonprofit organization that provides services to people with a disability it is essential that the performance-measurement system employ data that will satisfy all stakeholders, including the community at large.
HR must first determine what to measure (Becker et al., 2001) identify an appropriate data collection method and data collection strategy because if the wrong data is collected it will be a huge waste of time and could effect HR credibility as a strategic partner.
The current metrics collected at COE are what ...view middle of the document...
, 2001). The data collected will not identify needed improvements and help organization move forward and contribute to COE’s vision and mission.
On the flip side, a well thought out and prepared performance measurement system can assist HR balance the data against the cost, to show the ROI that creates value. The process includes feedback which evaluates the HR strategy and predicts impact of future decisions. Essentially, the system is a guide and a benchmark to appraise HR’s role and contribution to strategy implementation (Becker et al., 2001). HR performance measurement system will demonstrate activities and outputs which lead to longer term benefits.
HR professionals will be afforded a sense of comfort, and confidence, when making decision based on the use of relevant data. The data identifies improvements based on the relationship, cause and effect etc., supported by the soundness of its collection and relevance to the strategy implementation and value-creation (Becker et al., 2001) for the COE.
The Performance Measurement System is not a one-time event, it is an ongoing process and communication and transparency is important. Staff will be provided training to help them understand what is being measured, why it’s being measured and report on how COE is performing.
External pressures from funding sources also contributes to the way that COE operates, the HR performance metrics will also take into account comparative data on how COE operates and the decision making process to show transparency and accountability.
The metrics will look at the individuals we service perspective, measure performance against goals and targets. The legacy metrics kept in the past by COE were less purposeful and the HR performance measurement systems presented are more in line with the vision and mission of COE and will focus on meeting the bottom line (outcomes/results) and getting the best ROI.
The results will help HR set more meaningful goals and improve the strategy implementation and value creation of COE.
Becker, B., Huselid, M. A., & Ulrich, D. (2001). The HR scorecard: Linking people, strategy,
and performance. Boston, MA: Harvard Business School Press.