Do you consider the metrics organizations measure to be valuable Essay

In order to give way a valu adequate to(p) HR inflection/ surgical operation measurement organization it is imperative that organizations focus on their competitive strategy and operational goals, and should all the way define what employee competencies and behaviors atomic number 18 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 revenue aggroup and a harvest-tide development team, the metrics measured would be slightly different. A sales team instantly strickles revenue by its selling effort. Revenue, or sales time 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 may also want to use another metric, such as customer satisfaction, to rep resent 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) some other way to add value to metrics that organizations measure is to align it with collective and business strategy. When a company decides to reposition its goals, the metrics should also change accordingly. For instance A bank decided to shift the focus of its sell 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 sedate apply service related metrics and continued practices like hiring base on service competencies, low pay and benefits for teller, service based fosterin g programs etc. Due to this disconnect between firms unseasoned goals and outdated performance measurement metrics, the bank failed to achieve its sales and favorableness targets. (Becker, Huselid, & Ulrich, 2001, p. 33)HR Metrics generally measure efficiency (time and cost) and the effectiveness of genuine activities. The traditional metrics such as head count, turnover, and time to deal is being expanded by the use of KPIs that align with corporate strategies. This is make the credibility of HR and increasing its value by fostering union with senior management. By selecting meaningful and effective KPIs HR is able to link its activities with the firms performance and communicate it in monetary/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 measure of cause place to work. These ten items were later consolidated on two dimensions employee attitude towards the job and towards the company. This kind of measurement gave the company an intelligible 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 pop the question meaningful input into subsequent decisions and contribute to more effective performance evaluation.