How do you rate your HR Performance..? so we can tell our boss that we have a big contribution in achieving company business objective. We are as HR always be seen stay aside of the line cause we don’t have a qualitative indicator to say we contribute significantly.

Here, I give you a simple reference a number of factors that can be measured to show how HR contributes to the business. Measures such as absence rate, health cost per employee, and HR expense factor show that HR has a sense of the importance of human capital measurement in supporting business objectives.

Absence Rate

[(# days absent in month) / (Ave. # of employees during mo.) X (# of workdays)] X 100

Cost per Hire

(Advertising + Agency Fees + Employee Referrals+ Travel cost of applicants and staff + Relocation costs + Recruiter pay and benefits) / Number of Hires


Health Care Costs per Employee

Total cost of health care / Total Employees


HR expense factor

HR expense / Total operating expense


Human Capital ROI

Revenue - (Operating Expense -[Compensation cost + Benefit cost]) / (Compensation cost + Benefit cost)


Time to fill

Total days elapsed to fill requisitions / Number hired


Training Investment Factor

Total training cost / Headcount Training cost per employee.


Turnover Rate

[# of separations during mo / Ave. # of employees during mo.] x 100


Workers' Compensation Cost per Employee

Total WC cost for Year / Average number of employees


OK….Those are some of HR measurement that we can use to count how strategic HR contribution to support business objective. Compare your metrics against other organization's metric, survey data, etc. to evaluate your performance.

Metrics can show the benefit of your HR practices and it's contribution to your organization's profit.


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Four new roles human resource practitioners should adopt:

• Human capital steward. HR has long understood "human capital" to be the collective knowledge, skills and abilities of an organization's workers. But the role of "steward" of these resources is a new one. Unlike raw materials or equipment, The human capital cannot be simply bought and used," the authors write. "Human capital must be contributed by the employee voluntarily," and the role of HR is to create an atmosphere in which employees can contribute their skills, ideas and energy. This is achieved by "facilitating employees without controlling them."

• Knowledge facilitator. In this role, HR helps the organization acquire and disseminate knowledge and use it to create a competitive advantage. Transforming tacit knowledge into explicit knowledge can help build employee skills, competencies and careers, the Lengnick-Halls write. This transformation comes about when knowledge sharing is valued. "Teaching must become part of everyone's job."

• Relationship builder. HR must facilitate cross-functional teamwork, the authors write. "HRM must build networks and shared people communities around the strategic objectives of the business to ensure competitiveness," the authors write.

• Rapid deployment specialist. The global economy moves quickly, requiring HR to anticipate and implement any staffing adjustments that evolving markets and business strategies will require. This will necessitate a versatile, flexible HR architecture.

In Human Resource Management in the Knowledge Economy, the Lengnick-Halls acknowledge that adopting a new approach to HR is a formidable challenge. It requires "a new focus on building strategic capability," they write, "and on managing new roles that expand the methods and process of human resource management."

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Human resource management can be defined as the administrative process applied to the enhancement and conservation efforts, experience, health, knowledge, skills, etc., The members of the organization the benefit of the individual's own organization and the country at large.

• Supervision of staff: It's anyone who has their staff: the work of monitoring, the management of which is representative of supervisors immediately and that partner. Is to assist and guide subordinates so that the activities are properly carried out.

• Personnel management: The process of Admin. Applied to the enhancement and conservation efforts, experience, health, knowledge, skills, etc.. the members of the organization the benefit of the individual, the organization of the country in general. Is to develop and administer policies, programs and procedures to provide for an administrative structure, efficient, capable workers, opportunities for advancement, job satisfaction and adequate security in itself

• Industrial relations: This term is usually reserved for the legal aspects of the administration of Human Resources is used frequently associated with labor relations management.

• Human Relations: Any interaction of two or more persons, which is not only the organization but everywhere.

So... what is your roles as Human Resource...?

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Keith H. Hammonds' 2005

Fast Company cover story article "Why We Hate HR" brought attention to and sparked heated debate concerning the his perspective concerning the current state of human resource management as a viable profession. In presenting his view of concerning the value and professional caliber of HR professionals Hammond states "Most HR organizations have ghettoized themselves literally to the brink of obsolescence. They are competent at the administrivia of pay, benefits, and retirement, but companies increasingly are farming those functions out to contractors who can handle such routine tasks at lower expense. What's left is the more important strategic role of raising the reputational and intellectual capital of the company — but HR is, it turns out, uniquely unsuited for that."

Here's why. HR people aren't the sharpest tacks in the box. If you are an ambitious new graduate from a top college or B-school with your eye on a rewarding career in business, your first instinct is not to go into human resources (at the University of Michigan's Ross School of Business, which arguably boasts the nation's top faculty for organizational issues, just 1.2% of 2004 grads did so). Says a management professor at one leading school: "The best and the brightest don't go into HR."

Who does? Intelligent people, sometimes — but not business people. "HR doesn't tend to hire a lot of independent thinkers or people who stand up as moral compasses," says Garold L. Markle, a longtime human-resources executive at Exxon and Shell Offshore who now runs his own consultancy. "Some are exiles from the corporate mainstream: They've fared poorly in meatier roles — but not poorly enough to be fired. For them, and for their employers, HR represents a relatively low-risk parking spot."

Hammonds' indictment of HR professionals' value and professional caliber raises questions concerning the viability and validity of his positions on these, as well as related, topics.

What do you think?

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