Embrace the bottom line
Article Abstract:
Human resources (HR) professionals are becoming more involved in creating profit-oriented strategies, but not all of them are accomplishing their objectives. HR departments have traditionally been viewed as non-profit oriented, but HR professionals can use data analytic strategies to improve the reputation of their departments. HR professionals can use strategies that have a low impact on corporate performance, including monthly and annual summaries of turnover, and descriptions of salary variations. Moderate-impact strategies include estimates of recruiting costs per hire, and estimates of costs related to merit budget increases. Moderately high-impact strategies assign both costs and benefits to particular programs. Very high-impact strategies show measurable improvements in organizational efficiency and effectiveness over a certain period of time.
Publication Name: Personnel Journal
Subject: Human resources and labor relations
ISSN: 0031-5745
Year: 1991
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Link HR to corporate strategy
Article Abstract:
An increasingly diverse and dynamic workforce, intense global competition, and other important economic challenges have forced corporate management to seek new techniques for effectively managing their human resources (HR). One such technique is linking HR planning to organizational strategy. The model for linking HR to planning is based on the premise that the best use of HR is the foundation for organizational success, and that companies that plan for the personal growth and fulfillment of their workers will more easily reach their business goals. The steps in the model include defining the corporate mission and direction; determining the kinds of workers needed; and matching HR plans with strategic objectives in areas that include recruitment and hiring, training and development, and performance and reward.
Publication Name: Personnel Journal
Subject: Human resources and labor relations
ISSN: 0031-5745
Year: 1991
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HR, heal thyself
Article Abstract:
St. Vincent Medical Center (Toledo, OH) changed its organizational structure by creating a human resources (HR) representative program in summer 1990.The objectives included improving service throughout the organization, eliminating the need to hire additional personnel, and improving the cooperative atmosphere of the HR function. The former organizational structure was based on typical functional and specialized lines, with each worker in the HR department having specific responsibilities. The new structure involved the use of HR representatives, who were given the responsibility to provide a variety of services to executives in their departments. The representatives had to be available at all times, and they had to provide consistent service to all employees.
Publication Name: Personnel Journal
Subject: Human resources and labor relations
ISSN: 0031-5745
Year: 1991
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