How do we know that human resources have an impact on business results? This simple question was the impetus for the HR Measurement Symposium in late 1995 and for this special issue. In increasingly competitive business settings, human resource (HR) professionals must learn to act on facts, not feel
Introduction: Measuring human resource effectiveness and impact
β Scribed by Arthur K. Yeung
- Publisher
- John Wiley and Sons
- Year
- 1997
- Tongue
- English
- Weight
- 42 KB
- Volume
- 36
- Category
- Article
- ISSN
- 0090-4848
No coin nor oath required. For personal study only.
β¦ Synopsis
This special issue represents the collective wisdom of approximately 100 participants who attended the "HR Measurement Symposium" in late 1995. Sponsored by the California Strategic Human Resource Partnership, a human resources (HR) consortium consisting of top HR executives of 30 leading companies in Northern California, the symposium was designed to share and shape emerging thinking in the area of HR measurement. With Dave Ulrich and I acting as cochairs of the symposium, four academic thought leaders and six corporate speakers were invited to present their ideas and work in the one-and-a-half day conference. The presenters in the symposium were:
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