Using HR Data, Metrics and Scorecard - Case Study Example

Using HR Data, Metrics, and Scorecard Using HR Data, Metrics, and Scorecard Executive Summary HR management is not only an element of the organization but also an important determinant of the organization’s success. HR plays an indispensable role in the organization by ensuring vital execution of various activities. Ideally, HR is viewed from the resource perspective as well as from performance angle. For instance, for an organization to critically achieve reliable delivery schedules in the organization then it must maintain optimal staffing levels in the line of production.

Arguably, productivity improvement has a direct connection with the maintenance of optimal manufacturing levels, which is dependent on maintenance of appropriate staffing levels in the organization. These touches on the HR functions including recruiting cycles, selection, motivation and reward systems to the staff. In summary, HR influences the profitability of organizations, productivity as well as performance against other organizations. Even though, organizations have tried to implement various models to improve the efficiency of their HR metrics; there is a need to implement more responsive strategies to boost organization’s performance.

First, CSR is an important tool that can be used to boost the morale of organization’s staffs towards achieving the desired targets. On the other hand, implementing strategic HR scorecard metric can greatly improve performance of the organization. Finally, the organizations should implement turnaround strategies to ensure employees effort is improved for the productivity of the organization. Analysis HR role in the organization has been recently associated with the strategic performance of organizations in the current changing competitive world markets (Chitra, 2013).

Even though, most people may link the success of most organizations to the various functions of management including planning, organizing, directing and coordination, there is a direct link between the performance of the organization and the HR functions within the organization. Huselid (1995) explained that effective human resources management boosts revenue growth from increased customer satisfaction through improved reliable delivery schedules and production innovation. Ideally, product innovation and outstanding organization performance depends on the availability of talented and experienced staff to the organization.

In the most business cases, it is quite clear that HR is a vital element of high performance. Based on this case, various deliverables are associated to the successfulness of the organization derived from HR functionality within the company. Ideally, for the outstanding performance the company has to maintain a high work performance system that boosts the performance of the organization. High work performance highly achieves customer satisfaction through timely schedules, mass production and improved service delivery to the consumers.

Subsequently, HR plays a critical role in boosting efficiency and act as a cost control in the entire organization to boost revenue returns. Though, most employers may look HR from the cost center perspective, but it is the balancing center in the organization. Cost without result or performance to the organization is quite disastrous. In a genuine perspective, HR drives out cost within the organization and indeed should be considered as merely an overhead. Ideologically, efficiency in HR is a bottom-line metric in balancing costs and achieve outstanding performance to the company.

On the other hand, appropriate human resource management influence productivity as well as turnover of the company. As explained by Chitra (2013), effective HR management maximizes high returns to the organization through the outstanding performance of the employees. Arguably, management of the human resources enhances efficiency and appropriate use of the organization’s available resources to yield high investment returns to the organization. By the managers and employees remaining focused on the organization’s objectives, the individual efforts are boosted, and the set targets met.

Through this, the company becomes more productive and successful in its operations. Nonetheless, as highlighted earlier, effective HR minimizes financial risks and losses due to the capital alignment. The existing capital to the organization is critically aligned to the designed activities to achieve the high expected results. Statement of the problem The management of organizations is quite responsive to the changing business environment as well as the changing managerial techniques. The current business environment has changed with many innovations, and it has become more competitive more than ever.

Brian, Mark and David (2015) argue that, for any business or organization to survive in the new business environment then they have to come up with more strategic ways in the general management, as well as human resource management to ensure high revenue returns, improved productivity and increased turnover. More precisely, HR management must become strategic to boost the performance of employees thereby driving the performance of the organization. While most organizations depend on the traditional strategic ways of improving efficiency in HR management, there is need to adopt the new models to improve efficiency and balance the costs for desirable results.

Recommendations Being responsive means that, an organization should be able to adopt new ways of doing things to critically boost their results. First, the organizations should implement the corporate social responsibility in an attempt to improve productivity as well as success in the organization. Even though, corporate social responsibility is mistaken entirely as a way of giving back to the society; it plays a critical role in enhancing efficiency in HR. CSR is an important sustainability strategy being carried out by most organizations to ensure their long-term objectives are achieved.

Ideally, CSR is not only beneficial strategy to the organizations and its investors but the entire organization’s stakeholders. Through CSR, employees are motivated, and their efforts channeled into production of goods and services to the consumers. Besides, application of HR scorecard in improving employee productivity is an important strategy that should not be taken for granted. As highlighted by Brian, Mark and David (2015) HR entails utilization of the human resources as well as the available resources in the organization to achieve the desired good results.

The HR Scorecard vitally improves the use of resources and intensifies productivity within the organization. Essentially, productivity is achieved through balanced costs within the HR expenditure. This is the bottom-line metric used to achieve efficiency in the HR for high returns on investments. Nonetheless, the organizations should implement the turnaround strategy in the management of human resources to boosts their results. By training the employees on the changing needs of the society and being innovative in their operations.

It is in order that, the employees must remain equipped with the most current technological techniques required to execute their tasks. This improves their productivity to the organization. References Brian, E., Mark, A., & David, U. (2015). The HR Scorecard: Linking People, Strategy, and Performance. Harvard Business School Press. Chitra, P. (2013). Our Beer Print: Brewing Corporate Social Responsibility at Molson Coors. Richard Ivey School of Business Foundation. Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance.

Academy of Management Journal, 38(3), 635-672.