Human Resources Key Performance Indicators
The article brings out a proposed strategy map and respective key performance indicators
(KPIs) in human resources (HR). The article provides an overview of how HR activities are
supported in order to reach the partial goals of HR as defined in the strategic map. Overall the
aim of the paper is to show the possibilities of using the modern Balanced Scorecard method
in human capital.
Key words: key performance indicators, entrepreneurial sector, HR scorecard, performance, Balanced Scorecard
Many companies have implemented tools for measuring their performance in order to stay in
business and come in contact with tough competition. Organizations must face not only to
more demanding conditions but in the current period to the world financial crisis as well. Due
to these reasons, the organizations are forced to measure performance of the organization and
contribute to the stability of the organization in today´s competitive environment. Organizations try to measure performance according to the financial drivers but in the recent period
top leaders attempted to find new performance indicators which would take the “wind from
sail” to their rivals in the market.
One of these competitive advantages is human capital. As the Tootell et al. (2009) stated “since
1980s there has been an increasing emphasis on the importance of HR measurement.” Yeung
and Berman (1997) declared that “HR measures should be impact rather than activity orientated, forward looking than backward looking, and should focus on the entire HR system not
just on individual practices.”
Toulson and Dawe (2004) identified three obstacles in measuring HR: lack of HR experience
and precision and difficulties in measurement.
There were defined tools by various authors for measuring the HR capital. Srimannarayana
(2010) brought brief...