Human resource deliverables
Human capital, human resource deliverables: quantification of human resources – What gets measured gets done
Let’s start with a common question asked among politically correct HR thinkers today. “Should we kill HR?” this is a silly question and a pointless debate. Of course, we should eliminate human resources, if they don’t add value and hamper performance. Of course, we should keep HR, if it creates value or produces results. A more useful question, the question that is addressed is “How can HR create value and deliver results?“.
Therefore, we need:
Define the value that HR creates for customers, employees, and investors.
Institute measures for your performance, or face the inevitable outsourcing of your function.
Today, HR managers along with line managers need to collaborate to create an organization that can change, learn, move, and act faster than the competition.
There is a paradigm shift in the functionality of the HR professional from “What I do” to “What I deliver.” This change occurs on four different fronts that allow HR to be:
- Strategic partner
- Administrative expert
- Employee Champion
The old myth was that people enter HR because they like people. However, the new reality is that human resources departments are not designed to provide corporate therapy or as social or health and happiness retreats. HR professionals must create practices that make employees more competitive, not more comfortable.
The impact of human resource practices can and should be measured. HR professionals must contribute to the bottom line.