LEADER 05716nam 2200733 a 450 001 9910830674303321 005 20170809162031.0 010 $a1-119-20162-4 010 $a1-280-90023-7 010 $a9786610900237 010 $a0-470-13055-5 035 $a(CKB)1000000000355004 035 $a(EBL)297215 035 $a(OCoLC)476071025 035 $a(SSID)ssj0000263594 035 $a(PQKBManifestationID)12042228 035 $a(PQKBTitleCode)TC0000263594 035 $a(PQKBWorkID)10282455 035 $a(PQKB)10835029 035 $a(MiAaPQ)EBC297215 035 $a(CaSebORM)9780471741213 035 $a(EXLCZ)991000000000355004 100 $a20061003d2007 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aUltimate performance$b[electronic resource] $emeasuring human resources at work /$fNicholas C. Burkholder ; with Scott Golas and Jeremy Shapiro 205 $a3rd ed. 210 $aHoboken, N.J. $cJohn Wiley & Sons$dc2007 215 $a1 online resource (290 p.) 300 $aDescription based upon print version of record. 311 $a0-471-74121-3 320 $aIncludes bibliographical references (p. 259-262) and index. 327 $aULTIMATE PERFORMANCE; Contents; Preface; Introduction; Chapter 1: Imperatives of Metrics; Metrics of Business; Outsourcing: A Perfect Example; Organization Leaders Should Focus on Objectives, Not Strategy; More and Better Performance Metrics Must Be Developed; Chapter 2: A Path to Alignment; Demonstrating Alignment; Human Resources Accounting: Well Intentioned, but Not Well Received; Chapter 3: Supporting Human Capital Decision Making; Three Decision Maker Perspectives; The Role of Human Resources in Decision Support; Chapter 4: Employee Assets and Contribution; Human Capital and Production 327 $aHuman Capital and Intellectual CapitalModeling Employee Contribution; The Incremental Employee Contribution Model; Chapter 5: Employee Contribution to Risk; Background; Categorizing Risks- Type and Source; Categorizing Risks- Frequency and Consequence; Categorizing Costs; Quantifying the Risk Profile; Quantifying Return; Chapter 6: The Employee Lifecycle- A Metrics Roadmap from the C-Level; Managing Through Metrics; The Chief Human Resources Officer (CHRO) versus Other C-Level Executives; Attract; Acquire; Develop; Utilize; Separate; Chapter 7: Missions, Objectives, and Metrics 327 $aCorrelating Performance and GoalsWorking with Metrics to Evaluate Human Capital; The Human Capital Blueprint; Measuring Individual Human Capital Performance; Organizational Missions, Objectives and Metrics; HR Metrics Defined- Performance Diagnosed; Chapter 8: Measuring Staffing- A Better Approach to Hiring Metrics; New Hire Quality; Time; Hiring Manager Satisfaction; Recruiting Cost Ratio; Recruiting Efficiency; Case Study: Measuring New Hire Quality; Chapter 9: Beyond Hiring- Metrics for Employee Development and Retention; Introduction; Retention; Approaches to Development Metrics 327 $aDevelopment and Retention Metrics: Getting StartedProposed Development Metrics; Approaches to Retention Metrics; Predictive Retention Metrics; Proposed Retention Metrics; Chapter 10: Succession Planning and Internal Mobility; Case Study- Internal Mobility at Harrah's Entertainment; Measuring the Supply Side (Employees); Demand Side = Succession Planning; Metrics Three, Four, Five, and Six: Succession Planning and Baby Boomer Retirement; Chapter 11: Current Measurement Practices- Lessons from the Field; Introduction; What Makes a Good Metric?; How Other Industries Measure 327 $aCertifications as BenchmarksTen Lessons from the Field; Chapter 12: Case Studies- Metrics in Action; Sherri Bliss: Program Manager, PacifiCare Health Systems; Metrics Help Intel Leap Ahead; Chapter 13: Human Capital and Organizational Performance; Leading-Lagging Indicator Relationships; The Matrix of Relationships; Measures of Meaning; Chapter 14: HR Outsourcing and Metrics; The Problem; The Failed Promise of Transformation; The Real Value; Integrated HR Outsourcing; Metrics Can Play a Pivotal Role in HR Outsourcing Success or Failure; What Is the Measure of Reward for Getting It Right? 327 $aKnow Your Business- and Know Outsourcing 330 $aMeeting the challenges of high-performance HRUntil 1760 ships routinely disappeared, ran aground, or sank because seafarers could not measure longitude. The cost in life and property was immense. Today, business faces a similar challenge, as the failure to measure human resources performance is just as costly and deadly to modern organizations.Senior executives once considered HR a ""soft,"" unavoidable cost of doing business, responsible for compensation, employee transactions, company functions, workforce problems, and legal issues. Three factors changed this perception: the 606 $aPerformance$xMeasurement 606 $aOrganizational effectiveness$xMeasurement 606 $aEmployees$xRating of 606 $aPerformance standards 606 $aStrategic planning$xEvaluation 615 0$aPerformance$xMeasurement. 615 0$aOrganizational effectiveness$xMeasurement. 615 0$aEmployees$xRating of. 615 0$aPerformance standards. 615 0$aStrategic planning$xEvaluation. 676 $a658.3125 686 $a85.62$2bcl 700 $aBurkholder$b Nicholas C$01638992 702 $aGolas$b Scott 702 $aUniversity$b Jeremy 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910830674303321 996 $aUltimate performance$94020340 997 $aUNINA