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Human Resource Metrics - Doc

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Added on  2020-05-16

Human Resource Metrics - Doc

   Added on 2020-05-16

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Running head: HUMAN RESOURCE METRICSHUMAN RESOURCE METRICSName of StudentName of the UniversityAuthor Note
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1HUMAN RESOURCE METRICSOne of the major and most common challenges faced in the implementation of newHR metrics system is the continuous use of what is known as the legacy metrics system. Mostof the Human Resource (HR) managers get too comfortable operating the old and familiarmetric systems they had created. In fact, introducing a new and better measurement systemthat is strategically focused often revolves around the complexity of introducing new systemsof Information Technology (IT) that can fail to be cost-effective (Van & Bondarouk, 2016).Therefore, most managers continue to operate the legacy metrics that have long lost itsappropriateness and this demonstrates a contradictory relationship between the convenienceof the legacy metrics and the its value in the system of strategic management.In order to overcome such a challenge in the HR metrics system it must beremembered that it is necessary that the measurement system is capable of completelycapturing the fundamental processes of the organization and the results that influences thestrategic framework (Hussain & Murthy, 2013). Hence, HR managers must be able tounderstand the context of the organization’s value formation and to correctly measure driversand factors that influence the process. The first and foremost step in this regard would bearrive at a consensus supported by members and employees of the organization that a changein the metric system is necessary instead of adhering to the old legacy metrics systems. ToniRucci, the former administrative vice president for Sears had the support of the ChiefExecutive Officer (CEO) Arthur Martinez for the implementation of new metric systems thatdemonstrated the importance of building a foundation of support wherever it is possible forthe Chief Human Resources Officer (CHRO) (Becker, Huselid & Ulrich, 2001). However, asignificant fraction of two-thirds among the employees were either indifferent or hadcontrasting views regarding the implementation of such strategies (Becker, Huselid & Ulrich,2001). In this context, Rucci opines that an effective change could be achieved if the focus isdriven on the one-third of the employee count who support the initiative or change rather than
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