人力资源度量和分析：使用和影响【外文翻译】.doc

1、本科毕业论文（设计）外文翻译外文题目HRMETRICSANDANALYTICSUSEANDIMPACT外文出处HUMANRESOURCEPLANNING外文作者EDWARDELAWLER,ALECLEVENSON,JOHNWBOUDREAU19原文HRMETRICSANDANALYTICSUSEANDIMPACTHRFUNCTIONSOFTENCOLLECTDATAONTHEIREFFICIENCY,BUTNOTONTHEBUSINESSIMPACTOFTHEIRPROGRAMSANDPRACTICESTHISISACRUCIALPOINTBECAUSEHRORGANIZATIONSTHATC

2、OLLECTEFFECTIVENESSDATAAREMORELIKELYTOBESTRATEGICPARTNERSIFHRWANTSTOPLAYASTRATEGICROLEINORGANIZATIONSITNEEDSTODEVELOPITSABILITYTOMEASUREHOWHUMANCAPITALDECISIONSAFFECTTHEBUSINESSANDHOWBUSINESSDECISIONSAFFECTHUMANCAPITALMANYRECENTARTICLES,BOOKS,ANDSTUDIESARGUETHATHRNEEDSTOBECOMEASTRATEGICPARTNEREG,JAM

3、ROG2003BBECAUSEOFTHEGROWINGIMPORTANCEOFHUMANCAPITALINDETERMININGORGANIZATIONALEFFECTIVENESS,HRCANPLAYAKEYROLEINDEVELOPINGANDIMPLEMENTINGCORPORATESTRATEGYANDBECOMEAHIGHVALUEADDEDPARTOFORGANIZATIONSLAWLER,2003IFHRCANMAKEASTRONGCASEFORBEINGANIMPORTANTPARTOFSTRATEGYDEVELOPMENTANDIMPLEMENTATIONBECAUSEOFT

4、HEIMPORTANCEOFHUMANCAPITAL,WHYDOESHROFTENFALLSHORTOFBEINGASTRATEGICPARTNERATLEASTONEPOSSIBILITYISBECAUSEHRLACKSTHETYPEOFANALYTICANDDATABASEDDECISIONMAKINGCAPABILITYNEEDEDTOINFLUENCEBUSINESSSTRATEGYONEOFTHEREASONSFORTHISMAYWELLBEBECAUSEITLACKSTHERIGHTMETRICSANDANALYTICMODELSINCOMPARISONTOFINANCEANDMA

5、RKETING,FOREXAMPLE,HROFTENFALLSSHORTWHENITCOMESTOPROVIDINGMETRICSTHATASSESSHRPROCESSESANDPRACTICESFROMASTRATEGICPERSPECTIVEITALSOLACKSANALYTICMODELSTHATSHOWTHERELATIONSHIPBETWEENHRPRACTICESANDTHEEFFECTIVENESSOFTHEORGANIZATIONASTRONGCASECANBEMADETHATHRNEEDSTODEVELOPBELTERMETRICSANDANALYTICSIFITISEVER

6、TOBECOMEATRUESTRATEGICPARTNERINMOSTORGANIZATIONSLAWLERANDMOHRMAN2003BIDENTIFYTHEUSEOFMETRICSASONEOFFOURCHARACTERISTICSTHATLEADHRTOBECOMEASTRATEGICPARTNERBOUDREAUANDRAMSTAD2003DISTINGUISHBETWEEN20PROVIDINGMOREHRMEASURESNOTASTRATEGICCONTRIBUTIONANDPROVIDINGBETTERLOGICANDANALYTICSFORMAKINGDECISIONSABOU

7、TTALENTASTRATEGICCONTRIBUTIONORGANIZATIONSCANCOLLECTTHREEDIFFERENTKINDSOFMETRICSINORDERTOBETTERUNDERSTANDANDEVALUATETHEIMPACTOFHRACTIVITIESANDTOINFLUENCEBUSINESSSTRATEGYANDBUSINESSPERFORMANCETHEYAREEFFICIENCY,EFFECTIVENESS,ANDIMPACTBOUDREAU2THEHRDATATHEORGANIZATIONCOLLECTSINORDERTOINFLUENCEDECISIONS

8、3THEOVERALLEFFECTIVENESSOFTHEMEASUREMENTANDANALYSISSYSTEMOFTHEORGANIZATION4THETYPEOFMETRICSANDANALYTICSCOLLECTEDBYTHEORGANIZATION5HOWTHEORGANIZATIONUSESTHEANALYTICSANDMETRICSTOASSESSANDUNDERSTANDTHEIMPACTOFITSHRPROGRAMS6THEDEGREETOWHICHTHEHRFUNCTIONISASTRATEGICPARTNERHOWHROPERATESEXHIBIT1HOWHROPERAT

9、ESCURRENTPERCENTAGEFUTUREPERCENTAGE24HRDRIVESCHANGEMANAGEMENT2371ANALYTICSUPPORTFORBUSINESSDECISIONS1765INTEGRATEDHUMANCAPITALANDBUSINESSSTRATEGY2382HRDEVELOPSBUSINESSSTRATEGY2366DATABASEDTALENTSTRATEGY1568THEKEYELEMENTSOFHOWHRORGANIZATIONSOPERATEWITHRESPECTTOBUSINESSSTRATEGYAREPRESENTEDINEXHIBIT1IT

10、SHOWSTHATAMINORITYREPORTTHEYAREALREADYVERYINVOLVEDINSTRATEGICISSUESLESSTHAN25PERCENTOFTHEMAREVERYINVOLVEDINCHANGEMANAGEMENT,PARTNERINGTODEVELOPBUSINESSSTRATEGIES,HAVINGINTEGRATEDBUSINESSANDHRSTRATEGIES,ANDPROVIDINGANALYTICSUPPORTFORBUSINESSDECISIONMAKINGSURPRISINGLY,ONLY15PERCENTREPORTEXTENSIVEINVOL

11、VEMENTINADATABASEDTALENTSTRATEGYEXHIBIT1ALSOPRESENTSDATAONHOWTHESEHRFUNCTIONSSEETHEIRROLEINTHEFUTUREITCLEARLYSHOWSTHATTHESEHRFUNCTIONSINTENDTOBEAMAJORPLAYERINBUSINESSSTRATEGYTWOTHIRDSORMOREREPORTTHEYPLANTOFOCUSONPROVIDINGANALYTICSANDMETRICSTHATARERELEVANTTOBUSINESSPERFORMANCEANDSTRATEGYFOREXAMPLE,66

12、PERCENTSAYTHATANIMPORTANTFUTUREFOCUSFORTHEMISTOPARTNERWITHTHELINEINDEVELOPINGBUSINESSSTRATEGYASIMILARPERCENTAGESAYTHEYWANTMETRICSTHATPROVIDESUPPORTFORBUSINESSDECISIONSEIGHTYTWOPERCENTSAYTHEYPLANTOHAVEANINTEGRATEDHUMANCAPITALANDBUSINESSSTRATEGYOVERALL,THEHRORGANIZATIONSSTUDIED,UNDOUBTEDLYLIKEMANYOTHE

13、RSINLARGECORPORATIONS,ARECLEARLYCOMMITTEDTOBECOMINGSTRATEGICBUSINESSPARTNERSPRESENCEOFHRMEASURESEXHIBIT2HRMEASURESAVAILABLEINORGANIZATIONSPERCENTAGEHRIS80BUSINESSIMPACT34COSTOFSERVICES5125COST/BENEFIT20DASHBOARD/SCORECARD37COSTEFFICIENCY66TRACKOUTSOURCEDACTIVITIES56IMPACTONWORKFORCEOFHRPROGRAMS56BEN

14、CHMARKDATA77ASERIESOFQUESTIONSASKEDWHETHERTHEORGANIZATIONSHADPARTICULARHRMEASURESEXHIBIT2PRESENTSTHERESPONSESTOTHESEQUESTIONSITSHOWSAWIDEVARIATIONINTHETYPESOFMETRICSMOSTORGANIZATIONSHAVEANHRISSYSTEMANDHAVEBENCHMARKDATAAVAILABLEONTHEOPERATIONSSIDEOFTHEIRHRFUNCTIONTWOTHIRDSHAVECOSTEFFICIENCYDATAANDOVE

15、RHALFHAVECOSTOFSERVICEDATAHOWEVER,THENUMBERSAREMUCHLOWERWHENITCOMESTOANALYTICINFORMATIONANDMEASURESWITHRESPECTTOTHEBUSINESSIMPACTOFHRPOLICIESANDHRPRACTICESANDADASHBOARDORSCORECARDFORHRACTIVITIESOVERALL,THERESULTSSUGGESTTHATEFFICIENCYMEASURESAREMOSTPREVALENTEFFECTIVENESSMEASURESEXIST,BUTAREFARLESSPRE

16、VALENTANDMEASURESOFIMPACTARERAREEFFECTIVENESSOFHRMETRICSANDANALYTICSEXHIBIT3EFFECTIVENESSOFHRMETRICSANDANALYTICSPERCENTAGEHRPRACTICESTOPERFORMANCE23IDENTIFYHIGHIMPACTTALENT44ASSESSPOSSIBLEHRPROGRAMS17IDENTIFYPOORHRPROGRAMS18NEWBUSINESSSTRATEGIES17EVALUATINGHRPRACTICES31SUPPORTCHANGEEFFORTS37EXHIBIT3

17、PRESENTSDATAONTHEEFFECTIVENESSOFORGANIZATIONSINUSINGMETRICSANDANALYTICSTOADDRESSCRITICALBUSINESSANDHRISSUESAMONGPOSSIBLEIMPACTAREASISA26WIDERANGEOFEFFECTIVENESSLEVELSTHELEASTEFFECTIVEAREASSESSINGNEWBUSINESSSTRATEGIESANDPOSSIBLEHRPROGRAMSTHEMOSTEFFECTIVEISIDENTIFYINGHIGHIMPACTTALENTWHENWEINTERVIEWEDS

18、EVERALSURVEYRESPONDENTS,THEYSAIDTHATWHILETHEYDIDSPECIFYWHICHTALENTMIGHTHAVEAHIGHIMPACTONTHEBUSINESSEG,LEADERS,SALESPEOPLETHEYOFTENDIDNOTHAVEAMODELORMETRICSTODETERMINEWHYSOMETALENTPOOLSARECHOSENASHIGHIMPACTANDOTHERSARENOTEXHIBIT4HRORGANIZATIONSKILLSANDDATAPERCENTAGEAGREEMENTSKILLSBUSINESSOPERATIONS76

19、DATABUSINESSOPERATIONS52SKILLSBUSINESSSTRATEGY69DATABUSINESSSTRATEGY46EXHIBIT4SHOWSTHEDEGREETOWHICHORGANIZATIONSHAVETHESKILLSANDDATANEEDEDTOADDRESSIMPORTANTOPERATIONALANDSTRATEGICISSUESINTERESTINGLY,INTHECASEOFBOTHSKILLSANDDATA,ORGANIZATIONSAREMUCHMOREOPTIMISTICTHATTHEYHAVETHESKILLSTHANTHATTHEYHAVET

20、HEDATAPROVIDINGMOREEVIDENCETHATHROFTENLACKSTHEDATANECESSARYTOBECOMEABUSINESSPARTNERTHEINTERESTINGPARADOXISTHATTHESURVEYRESPONDENTSWEINTERVIEWEDOFTENSAIDTHATTHENECESSARYDATADIDEXIST,BUTWASNOTCONNECTEDTOTHEHRDATATHEYNOTEDTHATTHERIGHTLOGICANDANALYTICSFORCONNECTINGHRDATAANDBUSINESSORSTRATEGYMEASURESAREA

21、NESSENTIALELEMENTOFSUCCESSBUTGENERALLYDIDNOTHAVETHEMIMPACTOFMETRICSEXHIBIT5HRISSTRATEGICPARTNERHAVEMEASURESYESNOHRIS505,0BUSINESSIMPACT5945COSTOFSERVICES544627COSTBENEFITANALYSES5349BALANCESCORECARD5448FINANCIALEFFICIENCY5148IMPACTOFWORKFORCE5544OUTSOURCEDSERVICES5346BENCHMARKS5146EXHIBIT5PRESENTSDA

22、TASHOWINGTHERELATIONSHIPBETWEENHRASASTRATEGICPARTNERANDTHEPRESENCEOFAVARIETYOFMETRICSTHEPRESENCEOFTWOMETRICSSHOWSACLEARRELATIONSHIPTOTHEROLEOFHRASSTRATEGICPARTNER1ORGANIZATIONSWITHDATATHATSHOWSTHEBUSINESSIMPACTOFHRPRACTICESREPORTTHEYAREMUCHMORELIKELYTOBEASTRATEGICPARTNERTHANTHOSEORGANIZATIONSTHATDON

23、OTHAVESUCHDATA,2ORGANIZATIONSWITHMEASURESOFTHEEFFECTIVENESSOFHRPRACTICESTARGETEDTOWARDTHEWORKFORCESHOWASIGNIFICANTDIFFERENCEINCOMPARISONTOTHOSEWHODONOTTHOSEORGANIZATIONSTHATCANMEASURETHEIMPACTANDEFFECTIVENESSOFTHEIRHRPRACTICESONTHEWORKFORCEAREMORELIKELYTOBESTRATEGICPARTNERSTHANARETHOSETHATCANNOTANUM

24、BEROFITEMSINEXHIBIT5SHOWDIFFERENCESINTHESTRATEGICROLEOFHRINCOMPANIESTHATHAVEMEASURESANDTHOSETHATDONOT,BUTTHEDIFFERENCESDONOTHAVESTATISTICALSIGNIFICANCEFOREXAMPLE,THECOMPANIESTHATUSEEFFICIENCYMETRICSSUCHASBENCHMARKS,COSTOFSERVICESMEASURES,ANDOUTSOURCEDSERVICESTENDTOBEMOREOFASTRATEGICPARTNERTHANTHOSET

25、HATDONOT,BUTTHEDIFFERENCESARENOTSTATISTICALLYSIGNIFICANTAPPARENTLY,STRATEGICPARTNERSHAVEHRDATATHATADDRESSKEYBUSINESSISSUESSUCHUSTHECONDITIONOFTHEWORKFORCEANDTHEBUSINESSIMPACTOFHRPRACTICESANDPOLICIESTHEABILITYTORUNANEFFECTIVEHRORGANIZATIONANDHAVINGEFFICIENCYMEASURESFORTHEHRORGANIZATION,ALTHOUGHPERHAP

26、SHELPFULINMAKINGHKACREDIBLESTRATEGICPARTNER,DONOTMAKETHEDIFFERENCETHATBUSINESSIMPACTDATADO,DESPITETHEFACTTHATSUCHEFFICIENCYMEASURESARETHEMOSTPREVALENTMETRICSUSEDBYHRTODAYEXHIBIT628RELATIONSHIPTOSTATUSASSTRATEGICPARTNERCORRELATIONSHRISACCURATE39OUTSOURCEDTRANSACTIONS04LOWCOSTSERVICES23CUSTOMERSERVICE

27、SATISFACTION57MANAGEMENTSATISFACTIONWITHVALUEADDED75DATABASEDTALENTSTRATEGY51ANALYTICSUPPORTFORBUSINESSDECISIONS73DATAFORDRIVINGCHANGE74EXHIBIT6SUPPORTSTHEARGUMENTTHATHRORGANIZATIONSMUSTPROVIDESTRATEGICANALYSISINORDERTOBEASTRATEGICPARTNERITSHOWSTHECORRELATIONSBETWEENTHEDEGREETOWHICHANORGANIZATIONISA

28、STRATEGICPARTNERANDTHECURRENTCONDITIONOFHRMETRICSANDANALYTICSTHEREAREANUMBEROFSIGNIFICANTRELATIONSHIPSINTHEEXHIBITASEXPECTEDHRSTRATEGICPARTNERSHAVEMEASURESRELATEDTOBUSINESSDECISIONSPERHAPSTHEMOSTINTERESTINGRELATIONSHIPSARETHEONESTHATARENOTSIGNIFICANTSPECIFICALLY,HAVINGMETRICSTHATRELATETOOUTSOURCEDHR

29、TRANSACTIONSANDHAVINGALOWCOSTOFHRSERVICESARENOTRELATEDTOBEINGASTRATEGICPARTNERWHATARERELATEDAREITEMSCONCERNEDWITHTHEIMPACTOFHRONBUSINESSDECISIONSHRASASTRATEGICPARTNERTHERESULTSOFTHESTUDYSUPPORTTHEMODELDEVELOPEDBYLAWLERANDMOHRMAN2003BDETERMININGWHENHRWILLBEASTRATEGICPARTNERTHATMODELHYPOTHESIZESTHATAN

30、IMPORTANTCONTRIBUTORTOASTRATEGICPARTNERSHIPRELATIONSHIPFORHRISHAVINGTHERIGHTMETRICSANDDATATHERESULTSOFTHESTUDYSTRONGLYSUPPORTTHATHYPOTHESISHRORGANIZATIONSABLETOPERFORMSTRATEGICANALYTICSARETHEONESMOSTLIKELYTOBEPOSITIONEDASSTRATEGICPARTNERSTHERESULTSSUGGESTTHATNOTALLDATAAREEQUALLYPOWERFULWHENITCOMESTO

31、MAKINGHRASTRATEGICPARTNERHAVINGANALYTICDATAABOUTSTRATEGYISAPOWERFULWAYTOGAINASEATATTHESTRATEGYTABLE,WHILEHAVINGDATAABOUTTHEOPERATIONOFTHEHR29FUNCTIONISNOTTHUSITAPPEARSTHAT“ALL“HRHASTODOTOBECOMEASTRATEGICPARTNERLIKEFINANCEANDMARKETINGISTODEVELOPBETTERHRMETRICSANDANALYTICSWITHRESPECTTOORGANIZATIONALEF

32、FECTIVENESSANDSTRATEGYTHISOFCOURSERAISESTHEQUESTIONOFWHATTHERESULTSINDICATEABOUTTHEDEGREETOWHICHHRCURRENTLYHASTHERIGHTMETRICSTHERESULTSSUGGESTTHAT,INTHEFIRMSSTUDIED,THEREISCONSIDERABLEROOMFORIMPROVEMENTWHENITCOMESTOTHEIRABILITYTOGATHERANDANALYZETHETYPESOFMETRICSDATANEEDEDINORDERFORHRTOBEASTRATEGICPA

33、RTNERTHEYSEEMTOHAVEGOODEFFICIENCYDATAABOUTHROPERATIONSSOTHATTHEYAREINASTRONGPOSITIONWHENITCOMESTOIMPROVINGHRADMINISTRATIONANDTOCONTROLLINGITSCOSTBUTEFFICIENCYDATAABOUTHROPERATIONSISNOTTHEKINDOFDATATHATISASSOCIATEDWITHHRBEINGASTRATEGICPARTNERWHATISNEEDEDAREMEASURESTHATINDICATEWHETHERHRPROGRAMSANDPRAC

34、TICESACTUALLYMAKEADIFFERENCEINTHEORGANIZATIONALEFFECTIVENESSAREASTOWARDSWHICHTHEYAREDIRECTEDINADDITIONITISIMPORTANTTOMEASUREWHETHERANDHOWIMPROVINGTALENTAREASACTUALLYAFFECTSBUSINESSPROCESSES,RESOURCES,AND,ULTIMATELY,STRATEGICSUCCESSTHESETWOELEMENTSCLEARLYTIRETHEWEAKESTINTHECOMPANIESSTUDIEDMANYOFTHEMN

35、EEDTODEVELOPBETTERMETRICSWITHRESPECTTOTALENT,ORGANIZATIONALCAPABILITIES,ANDCORECOMPETENCIESTHEYALSONEEDTODEVELOPANALYTICCAPABILITIESINORDERTOASSESSTHEDEGREETOWHICHSUCHHRPRACTICESASTALENTMANAGEMENTHAVEANIMPACTONORGANIZATIONALPERFORMANCE,ANDTHEDEGREETOWHICHORGANIZATIONALCAPABILITIESHAVEANIMPACTONORGAN

36、IZATIONALPERFORMANCEBECAUSETHECOMPANIESSTUDIEDDONOTREPRESENTARANDOMSAMPLEOFALLCOMPANIES,THEREISAGOODCHANCEOURRESULTSDONOTACCURATELYREFLECTTHECONDITIONOFMOSTCOMPANIESWHENITCOMESTOMETRICSANDANALYTICSINDEED,THEREISAGOODCHANCETHATTHECOMPANIESINOURSAMPLEAREWELLABOVEAVERAGEWHENITCOMESTOUSINGMETRICSANDANAL

37、YTICSTHEYAREINTHESAMPLEBECAUSETHEYWEREALREADYACTIVEORWANTEDTOBEACTIVEINTHESEAREASTHUS,ASTUDYCOVERINGARANDOMSAMPLEOFCOMPANIESISLIKELYTOFINDAMUCHLOWERAVERAGELEVELOFACTIVITYANDEFFECTIVENESSWITHRESPECTTOMETRICSANDANALYTICSHRINTHEFUTURE30WILLHRDEVELOPITSMETRICSANDANALYTICSCAPABILITYTHEREAREANUMBEROFREASO

38、NSTOBELIEVEITWILLDESPITETHEBELIEFHRSCURRENTCAPABILITIESINTHOSEAREASARELOWHRMANAGERSCLEARLYWANTTOADDRESSKEYSTRATEGICBUSINESSISSUESTHEYALSOARCAWARETHATTHEIRHRMETRICSANDANALYTICSCAPABILITIESFALLSHORTOFWHATISNEEDEDTOADDRESSMOSTKEYBUSINESSDECISIONSANDBUSINESSSTRATEGYISSUESTHUSTHEYMEETTHEFIRSTCONDITIONFOR

39、CHANGETHEREISAFELTNEEDTHEGROWINGUSEOFINFORMATIONTECHNOLOGYISACLEARPOSITIVEWITHRESPECTTOTHEABILITYLOCHANGEBECAUSEMOSTORGANIZATIONSNOWHAVEANHRISSYSTEM,ENORMOUSDATAWAREHOUSESAREBEINGCREATEDHAVINGDATAWAREHOUSESCONTAININGVALIDMEASURESOFIMPORTANTHRPRACTICESANDOUTCOMESCREATESAGREATOPPORTUNITYFORORGANIZATIO

40、NSTOANSWERKEYBUSINESSISSUESWITHQUANTITATIVEDATAEIGHTYPERCENTOFTHEORGANIZATIONSRESPONDINGTOOURSURVEYHAVEANENTERPRISEWIDEHRINFORMATIONSYSTEMTHATCOULDBELINKEDTOBUSINESSDATA,YETFARFEWERREPORTEDUSINGMETRICSANDANALYTICSTOCONNECTHRINVESTMENTSTOBUSINESSOUTCOMESINGENERAL,THERESULTSAREENCOURAGINGWITHRESPECTTO

41、THEFUTUREABILITYOFTHESEORGANIZATIONSTORELATEHRMETRICSTOOPERATIONALOUTCOMESMOSTOFTHESEORGANIZATIONSAREDEVELOPINGTHEKINDOFSKILLSANDDATANEEDEDTOASSESSEFFECTIVELYTHELINKBETWEENHRPOLICIESANDPRACTICESANDORGANIZATIONALPERFORMANCEHOWEVER,ITREMAINSTOBESEENWHETHERTHESEORGANIZATIONSWILLULTIMATELYDEVELOPTHENEED

42、EDSKILLSANDDATAINORDERFORHRMETRICSTODRIVECHANGE,THERIGHTANALYSESNEEDTOBEPERFORMEDTHEWRONGANALYSESCANMISLEAD,SUCHASWHENLEADERSASSUMETHATJUSTBECAUSEONETHINGISASSOCIATEDWITHANOTHERSUCHASSATISFACTIONISCORRELATEDWITHPERFORMANCE,ITMEANSTHATONETHINGCAUSESTHEOTHERMANYORGANIZATIONSDONOTHAVESKILLSINANALYSIS,R

43、ESEARCHDESIGN,ANDDATAINTERPRETATIONWITHINTHEHRFUNCTIONEVENWHENTHESESKILLSEXIST,THEYAREAPPLIEDONLYTOSPECIFICAREASSUCHASATTITUDESURVEYSORTESTVALIDATIONWHERECANHRGOFORSUCHSKILLSIFNOTWITHINITSOWNFUNCTIONORGANIZATIONALAREASTHATDEPENDONDATAANALYSISSUCHASRDMARKETANALYSIS,OPERATIONSMANAGEMENT,FINANCIALAUDIT

44、OFTENHAVESKILLEDANALYSTSWHOSEEXPERTISECANBEBROUGHTTOBEARONTHEDATAANDLOGICOFHOWPEOPLEANDTHEIRTALENTSCONNECTTO31BUSINESSSUCCESSHRORGANIZATIONSCANFORGEPARTNERSHIPSWITHTHESEAREASINORDERTOOBTAINANALYTICSKILLSINTHELONGRUN,ANALYTICSKILLSNEEDTORESIDEWITHINTHEHRORGANIZATIONITSELF,ANDSHOULDBECOMEANIMPORTANTHR

45、COMPETENCYTHEREISAGOODPOSSIBILITYTHATASPARTOFTHEOVERALLCHANGESTAKINGPLACEINTHEHRFUNCTIONTHEREWILLBECONSIDERABLYMOREANALYTICANDMETRICSWORKDONEANDITWILLHELPHRTAKEONAMORESTRATEGICROLEINCORPORATIONSITMAYBEANOVERSTATEMENTTOSAYTHATMETRICSREPRESENTAKINDOFHOLYGRAILTHATWILLHELPHRBECOMEATRUESTRATEGICPARTNERBU

46、TITISNOTANOVERSTATEMENTTOSUGGESTTHATAGROWINGFOCUSONMETRICSANDANALYTICSCANHELPHRFUNCTIONSBECOMEMOREOFAPLAYERINTHEGAMEOFCORPORATEBUSINESSDECISIONSANDSTRATEGIESSOURCEEDWARDELAWLER,ALECLEVENSON,JOHNWBOUDREAUHRMETRICSANDANALYTICSUSEANDIMPACTJHUMANRESOURCEPLANNING,2004,274273532译文人力资源度量和分析使用和影响人力资源职能的效率往往

47、在于数据的收集，而非企业的执行方案对业务的影响。这个关键点在于人力资源收集组织数据的有效性使其更有可能成为企业的战略伙伴。如果要发挥人力资源在组织中的战略作用，就需要发展其能力并衡量人力资本如何影响企业的决策而经营决策又如何影响人力资本。最近许多文章，书籍，研究都认为人力资源应成为企业的战略伙伴（如杰姆葛奥弗霍尔特，2004）。最近研究表明，人力资源应该朝着成为企业战略伙伴的方向前进，并且人力资源的发展空间应该很大（劳勒莫哈曼，2003A；2003B）。由于人力资源在决定组织的有效性中日益重要，人力资源可以在制定和实施企业战略中发挥关键作用，并成为组织的高附加值部分（劳勒，2003）。如果人力

48、资源作为企业战略发展的重要组成部分，而且实施人力资本又极其重要，那么为什么企业中又往往会缺乏人力资源作为其战略伙伴其中一个可能是因为缺乏人力资源的类型分析和基于数据的决策能力对所需的经营策略的影响等。另一个可能就是人力资源缺乏正确的度量和分析模型。相较于金融和市场营销，例如涉及到人力资源短缺时，应根据所提供的衡量标准，从战略角度评估人力资源的流程和做法。但是两者都缺乏显示人力资源与组织效益关系的分析模型。强有力的证据表明企业如果想人力资源在任何时候都能成为企业的战略伙伴就必须提高其度量和分析之间的关联。劳勒和莫哈曼（2003B）认为人力资源之所以能成为组织的战略伙伴是因为其指标是具四大特色为一

49、体的。布德罗和拉姆斯特德（2003）认为企业应比较组织所提供的人力资源措施（不是战略贡献），并让决定该措施的人才提供更好的逻辑和分析（战略贡献）。同时企业可以收集三个不同的衡量标准，以便更好地理解和评价人力资源活动对企业战略与企业绩效的影响。三个衡量标准即是效率，效益和影响（布德罗拉姆斯特德，2003）。第一种度量方式的数据是最易收集的，涉及效率的人力资源指标，以及人力资源职能如何履行其基本的管理任务。该度量方式收集到的评价人力资源的效率指标包括生产率；人力资源的成本指标像如何填补空缺职位；人力资源员工人数比率，每名员工的行政费用等。一套完整的度量方式可以完成生产评估和人力资源的影响评估，并作为一个独立的管理活动存在于企业中。33在评价数据收集的关键问题是是否收集到了有关人力资源管理问题的规范性的数据。多数公司目前都存在数据库，这使得组织有可能与其他公司进行这些指标数据的比较。而且拥有良好的衡量标准和规范数据的组织可以作为一个行政部门评估企业人力资源职能的表现。组织各不相同，但从每位员工对人力资源管理成本的角度来看，通常有1,200美元到1,600美元的成本范围变化（菲茨恩佐，2000）。这是一个足够大的成本，所以它必须是可以测量，不仅仅是对花的钱进行测量更重要的是它的质量和服务对企业的影响进行测量。大多数注重高效率的重点指标的作用是有限的，因为它们没有解决服务质量问题和