|  Thinking
About Measurement
The
old saw goes “What gets measured gets managed.”
That is the simplest way to describe the fundamental workings
of management as a discipline. Here, at the dawn of truly
strategic Human Capital function, we are often surprised
at the degree to which people want to argue about measurement
systems.
First of all, measurement systems are always inexact. They
measure an aspect of things and never provide the whole
picture. Measuring tools provide quantitative guidance for
decision making. “Measure twice, cut once” is
the way that carpenters deal with this obvious fact. No
system of measurement is precise enough to guarantee sound
decision making from a single glance. Measurement implies
study and additional measurement. In every department of
the organization, besides the touchy-feely HR folks, the
lesson of measurement was learned during the days of Total
Quality and Re-engineering.
The
rule in this game is “If the first measurement system
seems wrong, devise an alternative.” The subtext of
“What gets measured gets managed” is “Study
and experiment until you find the right measures.”
The more something is measured, the easier it is to understand
and manage changes. “We need to increase the number
of leads by 40% in order to guarantee a sales increase of
8%.” “These days, we need about 100 resumes
to find just the right candidate.” and so on.
To
Read The Full Article Go To: http://www.hrexaminer.com/magazine/weekly/hrexaminer-v1-18
|
|
 Developing
Leaders in Hard Times
Some
companies, like Phillips Electronics, have decided that
employee development is important enough to protect in tough
times. Of course this is not the norm. According to Watson
Wyatt Worldwide, 23% of corporations who responded to their
survey had cut training programs and another 18% planned
to do so this year. Dr. Todd Thomas, author, leadership
coach and professor believes as a leader you have to examine
your training budget just as you would examine any other
budget. In the area of development, however, the best way
to approach this task is to avoid generalized elimination
of training activity and take a more targeted approach.
Dr. Todd suggest that you ask four questions:
- What
training do we have that is focused (or customized) on
our highest priorities?
-
Who should we be training at the moment?
-
Are we using the right methods to develop our leaders
for the greatest return on our investment?
-
Would coaching be a better avenue for executive development
than training?
It is
important to remember that the demands of the immediate
might put you in danger for the future. While cutting back
training eliminates an immediate expense, it also eliminates
an investment in the organization. Ultimately, people have
to have training if the company is growing in new directions
or with new vigor. Finding a way to responsibly invest in
development in the short-term will without a doubt have
long-term benefits.
To Read The Full Article Go To: http://EzineArticles.com/?expert=Dr._Todd_Thomas
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The
Role of Human Resources in FCPA Compliance 
2009
Rocket-Hire Pre-Employment Assessment Usage Survey
