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Linking People, Strategy and Performance THE HR …
Published by Soundview Executive Book Summaries, 10 LaCrue Avenue, Concordville, Pennsylvania 19331 USA 2001 Soundview Executive Book Summaries All rights reserved. Reproduction in whole or part is people , Strategy and PerformanceTHE HRSCORECARDTHE SUMMARY IN BRIEFMost CEOs and senior line managers are skeptical of the role of humanresources in their companies success. While many executives say theybelieve that people are our most valuable asset, they don t understandhow HR functions make that vision a reality. The root of the problem issimple: It s hard to measure the impact of HR functions on company per-formance and Performance measures that most HR departments use don t meas-ure HR contributions to company success. For example, as an HR manager,you may believe that having a capable and committed work force and atraining system that helps your employees learn faster than the competitionare true competitive advantages and part of the company s strategic , you most likely measure items such as total compensation, employeeturnover, cost per hire and the percentage of workers who were evaluated inthe last 12 months.
HR As A Strategic Partner After struggles with a lack of focus and billions of dollars in losses in the early 1990s, Sears’ management team developed a strategy to turn the company around:
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