Fitz-enz cited five generic ways to evaluate an HR process: How much does it cost? How long does it take? How much was accomplished? How many errors or defects occurred in the process?
The Balanced Scorecard is the “how” that trans- forms the HR function from sideline player to strategic partner.
the financial perspective is based on the DuPont ROI model, the customer perspective on value propositions, and the internal per- spective on value chains. But the learning and growth perspective, which encompasses intangible assets like human capital, lacks a standard management framework
Strategic Skills/Competencies • Leadership • Culture and Strategic Awareness • Strategic Alignment • Strategic Integration and Learni
think “customer focus,” not “customer service”; and concentrate on a few
HR-out” view that looks at HR processes and describes the human capital value added.
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