news
decisions. However, findings in Human
Resources Trends and Metrics: HR Function
Benchmarking, Third Edition reveal that
Canadian organizations are only start-ing
to build this capability, and less than
a quarter of Canadian organizations use
human capital performance dashboards or
scorecards.
“In the emerging Talent Decade, aligned
and integrated HR programs, policies and
systems that find, develop and deploy the
right talent will be the key differentiator be-tween
successful organizations and their less
successful counterparts. An HR measure-ment
strategy is needed to demonstrate that
the HR function is getting this right,” said
Ian Cullwick, vice president, Leadership
and Human Resources Research at The
Conference Board of Canada.
Despite the elevated importance of stra-tegic
alignment between the business and
the HR function, the research also shows
that 48 per cent of organizations describe
the nature of their HR strategy as “tradi-tional
HR management” with a focus on
core HR program activity. Many boards of
directors continue to see the HR function
in this light and are seeking assistance
most often in the areas of compensation
and rewards, rather than higher value HR
strategies.
Human Resources Trends and Metrics:
HR Function Benchmarking, Third Edition
provides HR and business leaders with
detailed and comprehensive benchmark
findings and insights relating to the role of
the HR function. The data is presented in
the context of HR strategic considerations,
the changing role of the HR function itself
and human resources and labour market
trends.
Access the report at http://bit.
ly/1rcYWZG. n
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Resolution Skills
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Advanced and Applied ADR Workshops available to
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12 ❚ JULY/AUGUST 2014 ❚ HR PROFESSIONAL