MEASURING, COMPARING AND IMPROVING PROCESS EFFICIENCY

Executive Summary

1.     Through practitioner and adviser input, this briefing looks at how the HR function can measure the 'efficiency' of its performance.

2.     It explains that a successful HR organization blends efficiency and effectiveness measures to provide a full, or balanced, view of the function's performance. It will show that an HR balanced scorecard should house both efficiency and effectiveness measures.

3.     Although of increasing importance, technology, our research finds, is rarely delivering the hoped for cost reductions.

4.     This briefing outlines ten key measures of human capital and why seeing one measure in isolation cannot provide an overall view of HR performance.

5.     The 'war for talent' being waged by organizations is having an effect on how turnover is viewed and measured within companies.

6.     How benchmarking can be used to assess HR performance and an overview of the latest HR benchmarking findings from the US-based Hackett Benchmarking and Research.

7.     Benchmarking should be used as a starting point for continuous improvement and not purely as a snapshot of comparative performance.

8.     Attention is drawn to potential dangers of benchmarking.

9.     A performance measurement matrix devised by leading HR thinkers Jac Fitz-enz and Jack Phillips serves as a useful model for focusing HR performance.

10.   A case study on the US Office of Personnel Management shows how HR processes are being improved within federal agencies.

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