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Measuring Hrm

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Human Resource Management (HRM) must have the ability to demonstrate the effectiveness of an initiative as well as become a strategic player in the organisation. Importance is placed on demonstrating tangible benefits, and the capability to develop evaluation skills.
In order to achieve organisation goals, it is important HRM are aligned with the strategic goals and objectives as well as have a clear understanding of the overall strategic direction of the organisation (Singh, Darwish and Anderson 2012, p. 3029). An initiative Jasmine should consider introducing is the HR scorecard, a measurement system created to show HR’s influence on the attainment of the organisations strategic objectives and financial performance (Iveta 2012, p. 118). The scorecard is balanced between qualitative and quantitative data, highlighting cost control and value creation. Given that the HR scorecard focuses on leading indicators which will emphasise the future, it may be helpful in the implementation of new and updated business objectives within John’s company due to the anticipated increase to his workforce. The HR scorecard includes multifunctional metrics that top management believes contribute to the company’s strategic success.
Jasmine could also introduce an initiative to reduce avoidable employee turnover. Hancock et al. (2013, p. 547) identifies that turnover can lead to detrimental outcomes disrupting the operations function, increasing recruitment and selection costs as well as creating difficulty within the team as it entails the loss of firm specific human and social capital. Horn & Griffeth (cited in Wheeler, Harris and Harvey 2010, p. 184) states that effective HRM has been associated with reduced turnover intentions and actual turnover. Conducting exit interviews with employees separating from the organisation is an effective way of analysing turnover. The aim is to

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