Global Talent - Assignment Example

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According to Griffin (2010), the number one reason most modern organizations do not have any HR metric in place is not because they do not know about the benefits that such metrics bring. Rather, it is the issue of how to implement the metrics in a way that is not faced with…
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Global Talent
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GLOBAL TALENT According to Griffin , the number one reason most modern organizations do not have any HR metric in place is not because they do not know about the benefits that such metrics bring. Rather, it is the issue of how to implement the metrics in a way that is not faced with some of the commonly identified challenges with implementation. By implication, the more challenges organizations face in implementing new HR metrics, the less discouraged they become to introduce these new systems. One such challenge that can be identified in a typical organization has to do with accessibility of value-added metrics. Becker, Huselid & Ulrich (2001) found that accessibility problems can arise in many forms including accessibility of value-added metric to acquire and accessibility of the value added by the metric after it has been acquired. In the current context, issue of accessing the value that the metric add to the organization after it has been acquired is what is being focused.
In such a situation where there is lack of accessibility to value-added metrics, the first point of call in overcoming the situation should be the organizational structure. This is because where there is a bureaucratic and overly centralized organization structure, the flow of resources and even information across all quarters of the organization becomes highly limited. As a result of this, it is very difficult that all members within the organization can have a feel of the value added to the HR activity by the new metric. For example when the metric is used to collect data about employees, it could be that the outcome of such data will not be made known to the employees. In such a situation, chances are that employees can resist any future implementation of new metrics. This is because the employees will not have any basis on which they can justify or testify to the benefits of the metric. But where there is an open system being operated where the outcome of the value added by the metric is openly discussed, implementation will not be problem because all employees are likely to come on board and support.
Becker, B., Huselid, M. A., & Ulrich, D. (2001). The HR scorecard: Linking people, strategy, and performance. Boston, MA: Harvard Business School Press.
Griffin, R. P. (2010). Means and ends: Effective training evaluation. Industrial and Commercial Training, 42(4), 220-225. Read More
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