Human Resources Management Success: The Ulrich Collection (3 Books)

4

Internal Stakeholders

Line Managers and Employees

To what extent do we audit and create organization capabilities that will turn strategy into action?

To what extent do we have a clear employee value proposition that lays out what is expected of employees and what they get in return?

HR EARNS ITS PLACE by providing deliverables, not just doables. That’s a major reversal for most firms, where HR requirements tend to look like chores to the rest of the organization rather than things that add value. Measuring activities (doables) is often easier than measuring outcomes (deliverables). It is easier to measure the percentage of managers who received forty hours of training than to track the impact of the training on managerial performance. But ...