Human Resources Key Performance Indicators Gabčanová Iveta Abstract The article brings out a proposed strategy map and respective key performance indicators (KPIs) in human resources (HR). The article provides an overview of how HR activities are supported in order to reach the partial goals of HR as deined in the strategic map. Overall the aim of the paper is to show the possibilities of using the modern Balanced Scorecard method in human capital. Key words: key performance indicators, entrepreneurial sector, HR scorecard, performance, Balanced Scorecard
1. INTRODUCTION Many companies have implemented tools for measuring their performance in order to stay in business and come in contact with tough competition. Organizations must face not only to more demanding conditions but in the current period to the world inancial crisis as well. Due to these reasons, the organizations are forced to measure performance of the organization and contribute to the stability of the organization in today´s competitive environment. Organizations try to measure performance according to the inancial drivers but in the recent period top leaders attempted to ind new performance indicators which would take the “wind from sail” to their rivals in the market. One of these competitive advantages is human capital. As the Tootell et al. (2009) stated “since 1980s there has been an increasing emphasis on the importance of HR measurement.” Yeung and Berman (1997) declared that “HR measures should be impact rather than activity orientated, forward looking than backward looking, and should focus on the entire HR system not just on individual practices.” Toulson and Dawe (2004) identiied three obstacles in measuring HR: lack of HR experience and precision and dificulties in measurement. There were deined tools by various authors for measuring the HR capital. Srimannarayana (2010) brought brief overview of invented methods to evaluate HR capital: multiple constituency approach suggested by Tsui, human resources accounting system proposed by Flamholtz, McConnel identiied 16 categories to be measured in HR, return of investment methodology investigated by Fitz-Enz, Ulrich has showed how HR practices relate to BSC through productivity, people and process indicators, methodology of behavioral costing to measure the inancial impact to HR activities proposed by Cascio and Boundrenau, BSC in which strategic goals i.e. operational objectives are transfer into 4 perspectives. Journal of Competitiveness Vol. 4, Issue 1, pp. 117-128, March 2012 ISSN 1804-171X (Print), ISSN 1804-1728 (On-line), DOI: 10.7441/joc.2012.01.09
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