Human Resource Deliverables

Human Capital, Human Resource Deliverables-Quantifying HR - What gets measured gets done

Let us begin with a common question doing the rounds of politically correct HR thinkers today. "Should we do away with HR?" this is a silly question and a senseless debate. Of course we should do away with HR-if it fails to add value and impedes performance. Of course we should keep HR-if it creates value or delivers results. A more useful question, the question addressed is "How can HR create value and deliver results".

Human Resource Software

Therefore we need to:

Define the value 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 HR professional's functionality from "What I do" to "What I Deliver". This shift is on four distinct fronts enabling HR to be:

Strategic Partner Administrative Expert Employee Champion Change Agent

The old myth was that people go into HR because they like people. However, the new reality is that HR departments are not designed to provide corporate therapy or as social or health-and-happiness retreats. HR professionals must create the practices that make employees more competitive, not more comfortable.

The impact of HR practices can and must be measured. HR professionals must contribute to the bottom line.

Human Resource Deliverables