Managing and Co-ordinating the Human Resources Function (5MHR) Cohort: Waterloo Tutor: Michelle Maunder

Understand how HR objectives are delivered in different organisations. Learning Outcomes Be able to explain the purpose and key objectives of the HR function in contemporary organisations. Understand how HR objectives are delivered in different organisations. Understand how the HR function can be evaluated in terms of value added and contribution to sustained organisation performance. Understand the HR function's contribution to effective change management. Be able to explain the role of ethics and professionalism in HR management and development Understand the relationship between organisational performance and effective HR management and development.

Learning Outcome 3 LO3: Understand how the HR function can be evaluated in terms of value added and contribution to sustained organisation performance 3.1 Describe the major criteria used to evaluate the contribution of the HR function and of HR policies and practices 3.2 Assess the major methods used to evaluate the contribution made by HR

Human Capital Management You cannot manage unless you measure But the measures must be meaningful And they must lead to action This resource is part of a range offered free to academics and/or students using Armstrong’s Handbook of Human Resource Management Practice, 11th edition, as part of their course. For more academic resources and other FREE material, please visit www.koganpage.com/resources and then click on Academic Resources.

Measurements Service level agreements (SLA’s) Key Performance Indicators (KPI’s) Delivery of strategic objectives Use of HR metrics Data gathering Benchmarking Balanced score card Staff surveys Risk management Line manager & Employee feedback.

Key Performance Indicators (KPIs) Performance measures for organisations. HR indicators could include: Reduce absence by 10% by 2014 Reduce the recruitment budget by 10% in 12 months ???

Human Capital Management Retention & utilisation of skills (Human Capital) Intellectual: flow of knowledge Social: knowledge from networks Organisational: institutionalised knowledge

Human Capital Management Factors impacting on measurement Type of organization; business goals/drivers Existing KPIs Use of balanced scorecard The availability of data

Balanced Scorecard Customer perspective How do customers see us? Financial perspective How do we appear to our shareholders? Innovation and learning (people) perspective Can we continue to improve and add value? Internal perspective What must we excel at?

Human Capital Management Human capital index - Watson Wyatt Total rewards Flexible workforce Recruitment/ retention Communication Organisational performance model - Mercer HR Consulting People Work processes Information Knowledge Decision making Rewards The human capital monitor - Andrew Mayo Capability Potential to grow Performance Contribution Leadership Motivation Learning

Evaluating Success Resourcing – advertising costs, recruitment success rates, selection process in relation to future performance, induction resulting in higher retention ??