Do you consider the metrics organizations measure to be valuable Essay

In order to develop a valuable HR rhythmic pattern/performance step system it is absolute that organizations focus on their competitive strategy and operational goals, and should clearly desexualize what employee compe ten dollar billcies and behaviors be required to attain the above objective. (Becker, Huselid, & Ulrich, 2001, p. 52)Metrics are valuable if the actions and decisions which develop the metrics also develop the firms strategic objective. For example, if we take a gross gross gross revenue team up and a crossway development team, the metrics measured would be slightly different. A sales team at present feigns revenue by its selling effort. Revenue, or sales judgment of conviction margins, might be a good metric for the sales force. The product development team also affects revenue, but less directly and less immediately. Near-term revenue is a reasonable metric, but the firm whitethorn also want to use another metric, such as node satisfaction, to represe nt long-term revenue. The firm might also include metrics such as cycle time, development cost, and synergies with other products in the line. The team can affect these directly and, if they are chosen carefully, the actions the team takes to affect these metrics are the same actions that produce long-term profit for the firm. (John R. Hauser and Gerald M. Katz, 1998, p. 7) other way to add foster to metrics that organizations measure is to align it with corporal and business strategy. When a order decides to counterchange its goals, the metrics should also change accordingly. For instance A bank decided to shift the focus of its retail business from service to sales. Though the key performance drivers of the firm was now, change magnitude cross selling to customers, teller product knowledge and sales skills, it muted used service related metrics and continued practices like hiring ground on service competencies, low pay and benefits for teller, service based discipline prog rams etc. Due to this disconnect between firms tonic goals and outdated performance measurement metrics, the bank failed to achieve its sales and positivity targets. (Becker, Huselid, & Ulrich, 2001, p. 33)HR Metrics generally measure efficiency (time and cost) and the long suit of certain activities. The traditional metrics such as head count, turnover, and time to fill is being expanded by the use of KPIs that align with collective strategies. This is building the credibility of HR and increasing its value by advance partnership with senior management. By selecting meaningful and effective KPIs HR is able to link its activities with the firms performance and communicate it in financial/business terms (Mello, 2011, p. 30).Measuring valuable metrics leads to the measurement of those HR decisions and outcomes that get the highest rate of return. For example In the case of Sears, the HR managers used a seventy item survey, which they then distilled down to ten items as their m easure of compelling place to work. These ten items were later unify along two dimensions employee attitude towards the job and towards the company. This kind of measurement gave the company an explicit way to assess how well it was realizing its vision of being a compelling place to work. (Becker, Huselid, & Ulrich, 2001, p. 116)Therefore, the metrics that organizations measure does have value only if its results provide meaningful input into subsequent decisions and contribute to more than effective performance evaluation.