Human capital, human resources deliverables: human resources quantification – What gets measured gets done

Let’s start with a common question that haunts politically correct HR thinkers today. “Should we kill off human resources?” This is a silly question and pointless debate. Of course, we should eliminate human resources, if it doesn’t add value and impede performance. Of course, we should conserve human resources, if it creates value or delivers results. One more helpful question, the question addressed is “How can HR create value and deliver results?“.

Therefore, we need:

Define the value HR creates for customers, employees, and investors.

Institute measures for your performance, or face the inevitable outsourcing of your function.

Today, HR managers along with line managers must collaborate to create an organization that can change, learn, move, and act faster than the competition.

There is a paradigm shift in the functionality of the human resources professional from “what I do” to “what I deliver”. This change occurs on four different fronts, allowing Human Resources to be:

• strategic partner
• Administrative Expert
• employee champion
• Change agent
  

The old myth was that people get into HR because they like people. However, the new reality is that HR departments are not designed to provide corporate therapy or health and happiness or social retreats. HR professionals must create practices that make employees more competitive, not more comfortable.

The impact of HR practices can and should be measured. HR professionals must contribute to the bottom line.