The HR Scorecard: Linking People, Strategy, and Performance

by Dave Ulrich, Mark A. Huselid, Brian E. Becker

Three experts in Human Resources introduce a measurement system that convincingly showcases how HR impacts business performance. Drawing from the authors' ongoing study of nearly 3,000 firms, this book describes a seven-step process for embedding HR systems within the firm's overall strategy—what the authors describe as an HR Scorecard—and measuring its activities in terms that line managers and CEOs will find compelling. Analyzing how each element of the HR system can be designed to enhance firm performance and maximize the overall quality of human capital, this important book heralds the emergence of HR as a strategic powerhouse in today's organizations.

Genres: Business, Historical Romance, Human Resources, Nonfiction, Management, Leadership, Buisness

235 pages, Hardcover

First published April 11, 2001

About the author

David Olson Ulrich is a university professor, author, speaker, management coach, and management consultant. Ulrich is a professor of business at the Ross School of Business, University of Michigan and co-founder of The RBL Group

Reviews

[Ryan Barretto · Rating 4 out of 5]

This book has great ideas on how to measure the contribution of HR towards business goals. It's not a book that you can breeze through quickly even if you are familiar (like I am) with the Balanced ScoreCard process.

While keeping in mind that the book was published in 2000, I would say that the methodology given in the book is applicable mainly to large organizations who have a dedicated HR team and can allocate a fairly senior resource to champion this initiative. In SMEs or MSMEs where the HR department size is smaller, this would be extremely difficult to do, irrespective of the technology available to capture it.

Why? The metrics to calculate the contribution are required to be captured and provided by both HR and line managers. Both have regular day to day responsibilities and priorities which will supercede the needs of this important data collection. So there's a very important chapter on the competencies required for executing and sustaining this activity.

This is also why the authors give you guidelines to create the scorecard, and ask you to come up with the relevant criteria that is applicable and doable for the organization and business you are in. That's why I give it four stars and not three.

This book is best suited to HR professionals and consultants. It's also better if you read the Balanced Scorecard by Kaplan and Norton first.

[Jonathan Forman · Rating 4 out of 5]

If only more HR Professionals read this book and understood the importance of its advice.

[Drew · Rating 4 out of 5]

For me, this really gave a new perspective on how to go about hiring talent. If you are responsible for bringing in talent to your organization, I highly recommend it.

[Javier Castillo Gil · Rating 4 out of 5]

A thoughtful and well-structured approach to linking HR with business outcomes. What I appreciated most is the push to make talent strategy measurable (something many organizations still struggle with).
It’s definitely geared more toward HR leaders and those designing people systems, so not necessarily a general leadership read. But if you're working on aligning talent, strategy, and results, it offers a solid foundation and practical tools.

[Jake Miller · Rating 4 out of 5]

Far too often HR initiatives are seen as costs rather than investments in human capital, a companies biggest asset in the digital/knowledge age. This book has some great layouts for L&D and HR folks to replicate. A four star rather than five because I felt like there could have been more examples and templates to use.

[KiD Saranukunphan · Rating 4 out of 5]

It's a clearing idea of the HRBP/HRSP. I have seen many companies try to do something adapting from this idea but it looks awkward.
This book sharping my idea for HRBP/HRSP.

[Frederik · Rating 4 out of 5]

Informative, but quite hard to intelectually digest due to scientific linguism.

[Samir Dhond · Rating 4 out of 5]

I found this book very useful as well as insightful. It does talk about people and how they are connected to everything that an organization does day in and day out. It is a good tool book for HR practioners as well. The book provides some contemporary ways of dealing with so called HR issues that organizations of today face. Most relevant in the recession time such as the ones that we are experiencing.

[Rene Schlegel · Rating 2 out of 5]

Some useful concepts. focus on competencies is a highlight. Otherwise many many assumptions veiled be a highly mechanistic approach. The authors concentrate mostly on the how, a bit on the what and very little on the why. If fully implemented, tons of HR spreadsheets will abound containing data that still will be highly questionable. And last but not least, the idea of "how many excepcional employees did you hire" sends shudders down my spine....

[Taka Kohari · Rating 3 out of 5]

Although I read this book as part of my assignment, it was very informative. I'm sure that I will have a different perspective of the book once I actually get into the field of HR, but it was still a good read.

[Ryan · Rating 4 out of 5]

You need a measure to gain ground with people.

[Natasha · Rating 3 out of 5]

Interesting concepts, but way too academic of an approach. Some real world examples and anecdotes would have helped.

[Amitha Pradeep · Rating 5 out of 5]

Best book.