Supporting Lectures

Review the following lectures:

• The Role of the HR, HR Measurements, and Organizational Strategy
• HR—Making Your Role Count

Discussion Questions

Before beginning work on this discussion forum, please review the link “

Doing Discussion Questions Right

” and any specific instructions for this topic.

Before the end of the week, begin commenting on at least two of your classmates’ responses. You can ask technical questions or respond generally to the overall experience. Be objective, clear, and concise. Always use constructive language, even in criticism, to work toward the goal of positive progress. Submit your responses in the Discussion Area.

Tasks

Select any one of the following starter bullet point sections. Review the important themes within the sub-questions of each bullet point. The sub-questions are designed to get you thinking about some of the important issues. Your response should provide a succinct synthesis of the key themes in a way that articulates a clear point, position, or conclusion supported by research. Select a different bullet point section than what your peers have already posted so that we can engage in several discussions on relevant topics. If all of the bullet points have been addressed, then you may begin to reuse the bullet points with the expectation that varied responses continue.

Respond to one of the discussion questions below:

Question 1: Analyze the pros and cons of the Investing in People: Financial Impact of Human Resources: software presented by the Society for Human Resource Management (SHRM).

Question 2: Evaluate Google, Microsoft, and Apple to determine which organization has the lowest employee turnover rate.

Submission Details

To support your work, use your course and textbook readings and also use the

South University Online Library

. As in all assignments, cite your sources in your work and provide references for the citations in APA format.

Your initial posting should be addressed at 500–1000 words as noted in the attached PDF.

Human Resources

The Role of the HR, HR Measurements, and Organizational Strategy

Many CEOs and managers have found HR to be ineffective and to offer no value to the organization.
Based on this perception, the organizations will outsource this role or allow an unquali�ed employee
to be responsible for all the components of HR. No longer can the HR professional work behind the
scenes and operate with a mind-set �lled with limited beliefs of how the functions of HR should be
managed. The world of HR is changing rapidly. It is time for the HR professional to focus on business
strategies and the organization’s human capital. One key issue focuses on what value the HR
professional actually brings to the organization and how the HR professional gets invited to sit at the
C-Suite table. The HR professional needs to develop a partnership with the executive team,
comprehend the business initiatives, strategically align the talent with the goal of the organization,
link data and analytics to the business strategies, and understand how the external environment will
impact the overall progression and success of the day-to-day business objectives.

There are many areas an HR professional can assess in order to ensure the organization remains
competitive. Incorporating strategic HR in all phases of the business will have a positive outcome on
the organization’s bottom line. To get a seat at the C-Suite table, you will also need to educate the
CEO and other executives on the true value of investing in human capital. The insight offered by the
HR professional will solidify departments and open new revenue streams that may have been
overlooked in the past due to lack of knowledge on how to measure and evaluate human capital and
the correlation between high-performing companies.   

Outsourcing HR Activities
Review each tab to know more.

HR at the C-Suite Table

Gain a thorough understanding of the strategic direction of the organization.

Change the negative perception that has been associated with the title of HR Manager
(order taker, gatekeeper, paper pusher, etc.).

Think strategically and become a strategic partner.

Understand the day-to-day business objectives, �nancial aspects of the organization, and
marketing strategies.

Position yourself strategically as a leader in the organization.

Recognize and implement current trends for HR that are industry speci�c to ensure a
positive impact on the bottom line.

‹ 2 ›

Additional Materials

From your course textbook, Process Metrics and Measurement Complete Self-Assessment Guide,
review the following chapters:

Criterion #

1

: Recognize

Criterion #3: Measure

From the South University Online Library, review the following articles:

The Effect of Strategic Human Resource Management on Organizational Performance: The
Mediating Role of High-Performance Human Resource Practices
(https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?
sch=suo&turl=https://search-ebscohost-com.southuniversity.libproxy.edmc.edu/login.aspx?
direct=true&db=bth&AN=92038564&site=eds-live)

Seat at the Head Table
(https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?
sch=suo&turl=http://search.ebscohost.com/login.aspx?
direct=true&db=edo&AN=51018946&site=eds-live)

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https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=suo&turl=http://search.ebscohost.com/login.aspx?direct=true&db=edo&AN=51018946&site=eds-live

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HR—Making Your Role Count

At the very core of the organization’s success or failure is the perception that the CEO, executives, and senior
managers have about the HR and human capital. To change these beliefs that are held by each of these
individuals, the HR professional must have a clear understanding of the mission and strategies of the
organization and must know how to connect logical frameworks and multiple measurement systems with the
policies and practices that have been established. All HR activities should be tied to the bottom line of the
organization in order to drive pro�ts. The HR professional must possess a thorough understanding of the
business from the viewpoint of the stakeholders and should be able to recognize external threats, internal
threats, opportunities, and the �nancial reports with the objective of becoming part of the strategic planning
team. How do you create strategic measurement goals that bring value to the organization? “To improve
organizational effectiveness, HR processes, such as succession planning, performance management, staf�ng,
and leadership development, must rely much more on improving the competency and engagement of non-HR
leaders than on anything that HR typically controls directly” (Cascio & Boudreau, 2011, p. 5). In addition, there
must be evidence-based HR management systems incorporated with talent analytics to assist managers and
leaders in making rational and informed decisions. The HR professional must know how to combine the use of
measurements with the LAMP framework to create organizational changes that align with the decisions of the
leaders. Thus, the HR measurement and the evidence-based approach can be integrated throughout the
organization.  

The “LAMP” Framework
LAMP Framework in HR Analytics

According to Cascio and Boudreau (2011), the letters in LAMP stand for logic, analytics, measures,
and process (pp. 10–15). These four components are used as a criterion for measurement that helps
drive strategic change and organizational effectiveness. Given below are samples of the LAMP
application:

Review each icon to know more.

Lighting the “LAMP”
According to Cascio & Boudreau (2011):

Additional Materials

From your course textbook, Process Metrics and Measurement Complete Self-Assessment Guide, review the
following chapters:

Criterion #1: Recognize

Criterion #3: Measure

From the South University Online Library, review the following articles:

Understanding the Change-Cynicism Cycle: The Role of HR
(https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?
sch=suo&turl=http://search.ebscohost.com/login.aspx?
direct=true&db=bth&AN=121618207&site=eds-live)

Becoming an Evidence-Based HR Practitioner
(https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?

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https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=suo&turl=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=121618207&site=eds-live

https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=suo&turl=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=62836644&site=eds-live

sch=suo&turl=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=62836644&site=eds-
live)

https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=suo&turl=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=62836644&site=eds-live