Presentation on theme: "“People are our most important asset”"— Presentation transcript:
1“People are our most important asset” MEASURING HR STRATEGIC ALIGNMENT THROUGH THE HR SCORECARD Juan I. Sanchez, Ph.D. Florida International UniversityORGANIZATIONS OFTEN CLAIM THAT:“People are our most important asset”But do people understand how the HR function influences firm performance?Do HR people feel like they play an important role in implementing the organization’s strategy?Does HR really matter?
2What’s the perception of the HR function? List the events that most often trigger the words “let’s ask human resources”:EventPerceived HR RoleDiscipline problems“The police”Personal problems“The counselor”Company’s party“The entertainer”Bureaucratic obstacles“The aparatchik”
3WHAT DOES HR STRATEGIC ALIGNMENT MEAN? HR as an administrative function vs. HR as a strategic partner capable of enhancing the organization’s performance
4Measuring HR’s influence on the organization Traditional HR Focus: the individual employeeSelect the best employeeFind benefits that satisfy the employeeIdentify incentives that do motivate the employeeSolve individual skill deficiencies through trainingImproving individual employee performanceDoes it automatically enhance organizational performance?
5HR as a strategic asset New HR Focus: multiple levels of analysis: individual, team, organization…Alignment of HR systems with the company’s strategyHow can HR play a central role in implementing the organization’s vision & strategy?How do people create value for the organization?Ho do we measure such value-creation process?
6HR as an investment, not an expense Conventional accounting was created at a time when tangible capital (financial & physical) was the primary source of profits.Today: Intangibles such as human capital are the primary source of profits.
7HR as an investment, not an expense Conventional accounting generates short-term thinking regarding intangibles, because intangible-related expenditures are treated as expenses vs. tangible-related expenditures, which are treated as asset investments (and therefore depreciated over their useful lives).Managers whose salaries are tied to earnings obviously prefer expenditures that can be depreciated over time rather than people-related expenditures than are expensed in their entirety during the current year.
8HR as a source of competitive advantage Widening in the ratio of market value to book value (based on intangible assets)HR is key to flexibility, innovation, and speed to marketHR as competitive advantage: barriers of entry, difficult to imitate.HR managers can become NUMERATOR managers (contributing to revenue & growth) rather than just DENOMINATOR managers (cutting costs & reducing overhead).Link performance measurement with strategy implementation: facilitates communication with stakeholders.
9HR architecture as a strategic asset Goal of corporate strategy: create sustained competitive advantage.Goal of HR strategy: maximize the contribution of HR towards that same goal.HR ARCHITECTUREHR FUNCTIONHR professionals with strategic competencies(delivery of HR services in a way that supports the implementation of the firm’s strategyHR SYSTEMHigh-performance, strategically aligned HR policies & practicesEMPLOYEE BEHAVIORSStrategically focused competencies, motivations, and associated behaviors
10Strategic HRM requires systems thinking… Systems thinking emphasizes the interrelationships of the HR system components AND the link between HR and the larger strategy implementation system.Interactions among components make a system more than just the sum of its parts.The laws of systems thinkingToday’s problems come from yesterday’s solutions (e.g., downsizing)The easy way out usually leads back in (example: _________)Cause and effect are not closely related in time & space (HR effects are indirect) (example of indirect HR effect: __________)Cutting an elephant in half doesn’t get you two smaller elephants. (e.g., reorganizations due to mergers acquisitions).
11Best HR Practices help almost every business… Bottom 10%Top 10%No. of training hrs. for new employees35117Percentage of employees receiving a performance appraisal41%95%No. of employees per HR professional254140Percentage hired based on a validated selection test4%30%From Huselid et al., 2000, AMJ
13What does HR alignment take? It requires a clear understanding of the value chain: What kind of value the organization generates and exactly how that value is created.Be able to describe how ultimate financial goals are linked to key success factors at the levels of customers, operations, people, and IT systems.With this shared understanding of the value-creation process, the organization can design a strategy implementation model that specifies needed competencies and employee behaviors.The HR system can be geared toward the generation of these competencies and behaviors.
14VALUE CREATION EXAMPLE Nordstrom FinancialROICUSTOMER RETENTIONCustomerSUPERIOR CUSTOMER SERVICEInternal/business processUNIQUE INVENTORYKNOWLEDGEABLE ANDCUSTOMER-ORIENTED EMPLOYEESLearning and growth
15VALUE CREATION EXAMPLE Wal-Mart FinancialROICustomerCUSTOMER SATISFACTIONCONVENIENCEInternal/business processSUPPLY-CHAIN MGMT.PRICINGLearning and growthRELIABLE EMPLOYEESTRUSTWORTHY SUPPLIERS
16Inadequacy of Traditional Measurement Systems Financial measures as lagging indicators, not leading indicators of value creation (Kaplan & Norton’s Balanced Scorecard).Too much attention to financial dimensions of performance, and not enough attention to the performance drivers that determine those results.Uncover the firm’s value-creation chain (story): “business model.”By specifying and assessing the vital process measures of the value chain, and regularly communicating the firm’s performance on these measures, the balanced scorecard makes strategy everyone’s business.
17BALANCING COST CONTROL AND VALUE CREATION: THE HR SCORECARD Do you want HR to be perceived as a “cost control” or as a “value creation unit?What gets measured gets managed.If you measure only HR costs, your unit will be treated as a commodity without strategic value.HR must control costs, but also create value.Examples of instances where value was lost due to cost-control efforts? (“throw the baby with the bath water”)
18INTEGRATING HR INTO THE VALUE CREATION STORY Is the HR function providing the company with the employee competencies and behaviors necessary to achieve the organization’s strategic objectives?HR deliverables: Outcomes of the HR architecture that serve to execute the firm’s strategy.HR doables: HR efficiency & activity counts.HR performance drivers: core people-related capabilities or assets.HR enablers reinforce performance drivers (moderators whose presence activates the HR performance drivers).
19MAPPING THE HR VALUE CREATION STORY HR enablersHR performance driversStrategy implementationHR DeliverablesImpactHR Doables
20DISTINGUSHING AMONG HR PERFORMANCE DRIVERS (PD), DELIVERABLES (DE), DOABLES (DO), ENABLERS (EN) SURVEY SAYS…MeasurePDDEDOENAverage time for dispute resolutionCost per trainee hourCost per hireTime spent on new employee orientationTroubleshooting skillsAbility to think out-of-the-boxKnowledge of sexual harassment legislationNumber of sexual harassment complaintsSexual harassment awareness trainingRisk-taking cultureNumber of customer complaintsHigh evaluations on teamwork
21An example of HR Value Creation Story… Honesty testingRandom drug testingCost per quarter (efficiency)InventoryshrinkageEmployee theftPricingHonest workforceWhat percent of your coworkers are honest?Cost per hire (efficiency)Cost of missing itemsWhat percent of the items missing in the inventory are stolen by employees?
22Competency Models by Strategy Exercise Cost-driven organizationVigorous pursuit of production/delivery efficiencies.Tight control over cost of materials, resources, & overhead.Minimal expenditure in R&D, marketing, sales, & service.Emphasis on large accounts & economies of scale.Low-cost distribution system
23Competency Models by Strategy Exercise Value-driven organizationFocus on developing best-in-class capabilities in selected activities.Promote reputation for technological leadership & brand image.Emphasize product engineering or service integration.Maintain an active basic research contingent.Partner with industry, universities, & research organizations for mutual benefit.
24Competency Models by Strategy Exercise Quality-driven organizationAggressive pursuit of information on customer careabouts, including customer involvement in product/service design.Efforts to instill a continuous improvement orientation.Strict monitoring & screening of subcontractors, franchises, and suppliers.Some investment in R&D, marketing, service, & training.
25Competency Models by Strategy Exercise Service-driven organizationValue investments in people.Close monitoring of metrics tracking service responsiveness.Cultivate good working relationships among associates, subcontractors, and suppliers.Creative involvement of R&D and manufacturing groups in after-sales support.Emphasis on customer service and sales ranks’ contact with customers.
26Competency Models by Strategy Exercise Speed-driven organizationWillingness to accept risks associated with delivering product/service to market ahead of competitors.Analysis of market trends.Aggressive management of new product development cycles.Engage in joint ventures to speed entry in emerging markets.Create geographical & technological partnerships to augment organizational capabilities.
27Competency Models by Strategy Exercise Focus-driven organizationEmphasis on market research & micromarket proclivities.Risk averse & focus on customer careabouts.Intense management of product/service modifications to match profiled customer needs.Active involvement of targeted customers in product/service development.
28IN CONCLUSION…“People can be our most important asset if we make the HR function our strategic partner”To download a copy of this presentation, visitClick on “HR-ROI presentation, USF Embassy Suites, 1/17/03”