bottom line continues to be studied and it is still challenging to isolate
concretely which engagement strategies implemented were the
ones that contributed to enhancing business outcomes.
Measuring HR impacts has historically presented a bit of a challenge
because we need to control for subjectivity and the qualitative
aspects of our work that are sometimes tough to quantify. But as a
discipline, we have come a long way in terms of designing metrics to
capture the work that we do – and the business impacts.
Personally, I am always deeply impressed by the talented HR professionals
who have made a point of gaining a deeper understanding
of those numbers. The increasing proportion of HR leaders who are
studying financial operations, mastering balance sheets and learning
to speak dollars and cents with our finance colleagues are truly elevating
the profession’s profile as a strategic business partner.
It is critically important that we measure HR impacts, because
HR is a business discipline. It is not, as some incorrectly assume, a
“soft science” or a support role. Solid HR can generate real monetary
value and critical competitive advantage for the organization.
But if we aren’t measuring that, it can remain challenging to make a
business case for the resources that may be necessary – additional
talent, training and development, a new HRMS, or a new wellness
or engagement program.
What gets measured gets managed, or so the saying goes. And
that sentiment has never been more pertinent for HR professionals
than it is today. n
Karen Stone, CHRE, is chair of the Human Resources Professionals
wavebreakmediamicro/123RF Stock Photo
IT IS CRITICALLY IMPORTANT THAT WE MEASURE HR
IMPACTS, BECAUSE HR IS A BUSINESS DISCIPLINE.
6 ❚ APRIL 2018 ❚ HR PROFESSIONAL