HR MEASUREMENT SURVEY – TRENDS AND PRACTICES

Executive Summary

1.     Over 200 respondents completed the 'Measuring and Evaluating the Performance of the HR Function' survey, most of whom were at HR manager or director level.

2.     Respondents were asked 37 questions, arranged under the following six headings:

-  general questions

-  HR restructuring

-  how the HR function is viewed internally

-  performance measurement

-  outsourcing and shared services centres

-  future HR challenges.

3.     From responses to the 'General questions' section, the size of HR functions and whether respondents believe the function has recently increased or decreased in headcount can be assessed.

4.     The 'HR restructuring' section reveals whether the function has recently been restructured and, if so, what the change programme focused on and whether it has proved successful at improving HR's performance. Another key finding is whether the decision to restructure was an HR initiative or something that was imposed by the business.

5.     Within the 'How the function is viewed internally' section, how HR believes it is viewed by business managers and the general employee-base is examined. Consequently, it can be found whether HR is indeed moving to 'business partner' status.

6.     The 'Performance measurement' section, shows the extent to which financial and non-financial metrics are used within the HR function. It also focuses on how the function collects the views of its internal customers and the extent to which it benchmarks its performance externally. Crucially, it looks at the extent to which balanced performance management frameworks are used by the function and discovers how successful they are proving to be at driving up HR's performance.

7.     The 'Outsourcing and shared services centres' section reports on the extent to which these HR delivery channels are used and how successful they are and considers the measures used to monitor performance.

8.     The final section of the survey, 'Future HR challenges' discovers what HR professionals believe to be their pressing concerns over the next couple of years.

9.     A case study on survey respondent Union Fenosa demonstrates HR functional best practice in moving from an administrative to strategic, business-partner, focus.

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