>> Thirdly by defining measures in terms of the human capital requirements that derive from organisational priorities, you are communicating to both line management and HR practitioners what it is that needs to be done. Your measurement framework therefore drives and focuses the right behaviours. Many HR practitioners reject measuring people related activities, arguing that measurement defies the complexities of human interaction. Such arguments are often a smoke screen for fears of what measurement may reveal, for measurement creates accountability.
Innovative human resource management: measurement, determinants and outcomes
External factors such as global competition and new technologies, require organizations to be innovative. Such organizational innovations also ask for innovative human resource management (HRM). However, in the current literature, it is not completely clear what innovative HRM means, as it is conceptualized in different ways. This study aims to provide clarity about innovative HRM by suggesting a new measurement scale; formulating hypotheses about some core determinants of innovative HRM; and investigating how innovative HRM relates to organizational innovation.
Design/methodology/approach
Using a sample of 719 Dutch organizations it was possible to investigate the properties of the inventory and examining several determinants of innovative HRM and how it relates to organizational innovation.
Findings
The innovative HRM scale is internally consistent and differs from other HRM indicators. It is explained by external developments, organizational size and stability of the organization. Finally, innovative HRM is a predictor of organizational innovation.
Originality/value
Keywords
Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial & non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at: http://creativecommons.org/licences/by/4.0/legalcode
Innovative HRM can be placed in of both strands of the innovation literature; it can focus on the question of what innovative human resource (HR) policies and practices organizations apply as a response to external forces, as well as on the question, which HR practices and policies enhance the innovativeness of organizations (Agarwala, 2003; Laursen and Foss, 2003; Sels et al., 2006; Wolfe et al., 2006; Shipton et al., 2006; Chen and Huang, 2009; Oladapo and Onyeaso, 2013; Shipton et al., 2017; Koster, 2019). The first conceptualization of innovative HRM emphasizes the renewal of organizational processes by changing HRM policies and practices and the second focuses on its contribution to new products and services. Hence, innovative HRM is studied as the dependent and the independent variable. Given that these two meanings can lead to confusion amongst those discussing innovative HRM, both in academia and in practice, it is necessary to be precise about, which conceptualization is followed.
The present article aims to contribute to clarifying the concept of innovative HRM. First, a measure of innovative HRM is developed in line with measures that are used in studies of organizational innovation. To date, such a measure is not available and, hence, the focus is on the question of how innovative HRM can be measured. Second, the question is which organizations adopt innovative HR practices and policies. Therefore, several hypotheses are formulated that link characteristics of organizations to innovative HRM. Finally, the link between innovative HRM and organizational innovation is investigated. These three questions are answered using a recently conducted survey among 719 private organizations in The Netherlands.
Human resource function has serious impact on general business performance. In fact, an organization�s competitive advantage largely depends on the way it manages its largest asset � its people .
Human resources are the most critical asset of any organization. According to the latest research, the efficiency level of an organization largely depends on its human capital management (HCM). The study showed that over 80% of managing directors believed Human Capital Management to be vital for the fundamental success of a business, while effective measurement is crucial to deliver effective HCM. Comprehensive human resources measurement policy enables the organizational management to collect consistent information about the employee population, which alleviates decision-making and ensures that management and development activities remain relevant with overall business strategy. With a sound HR metrics program, HR management can make business decisions that are based on cold facts rather than �gut feeling�, and use the exact figures to back up business cases and requests for resource.
Human resources practices have direct impact on general business performance. Typically, the most significant HR practices are viewed from 6 perspectives: rewards and accountability; collegial, flexible administration; recruiting and retention excellence, communications integrity, dedicated HR service technologies, prudent application of resources. Most research analyses have shown a strong correlation between these practices and a 30% increase in shareholder value.
HR strategy should be linked to the business goals and objectives. When creating effective HR measurements, an organizational management should consider whether each set of HR metrics contributes to its business performance and provides an insight into productivity assessment and resources appraisal which lead to efficiency gains and customer experience improvement.
Typically, HR metrics are classified in three key categories: historical, real-time and forward-looking. HR strategy should specify the starting point of business development in order to assess the motivation and future impact of the changes in the HR profile and general business structure. To evaluate the business development, the HR can either use its own historical data or benchmark its organization against other similarly sized businesses or industry �best of breeds�.
HR analysis requires the allocation of specific resources. It is essential to implement periodical assessment of HR performance without interfering with existing business procedures. Most companies prefer to employ dedicated technology to optimize the data collection. Besides, the HR report should be presented in comprehensive and clear format. For instance, graphical representations with short textual summaries provide for better accessibility and readability of the HR data. The HR report may also be presented in a form of HR scorecard, which is relevant not only to HR professionals, but also organizational management and employees.
HR metrics
The most widely used HR metrics are typically concerned with employee attitudes, employee turnover, employee skill levels, as well as outsourcing costs, service center operations, the number HR transactions processed, staffing process, training programs utilization and effectiveness, and promotions. These measurements are employed by 25 to 75% of all business organizations.
Each metric contains 2 to 5 performance indicators. For instance, �employee attitudes� metric includes the following indicators: Job Contentment (the percentage of employees satisfied with their job), and Manager Contentment (the percentage of employees satisfied with their manager).
�Employee turnover� metric generally include such indicators, as Cost per Hire (calculation of advertising, agency fees, employee referrals, relocation, recruiter pay and benefits costs and the number of hires), Turnover Cost (calculation of termination, new hire, vacancy and learning curve costs), Turnover Rate (rate of the employees leaving an organization), Time to Fill (the period from job requisition approval to new hire start date), Length of Employment (this indicator considers the job title, department, etc.).
�Recruiting� metric includes Vacant Period (number of overall days the positions were vacant), New Hires Performance Appraisal (average performance appraisal of new hires, compared to previous period), Manager Satisfaction (according to the survey of hiring managers, compared to previous period), Turnover Rates of New Hires (during a specified period), Financial Impact of Bad Hire (according to turnover cost and cost per hire).
�Retention� metric includes Overall Employee Turnover, especially in the key positions, Preventable Turnover (this indicator considers the reasons the employee left the organizations and what measures may be taken to prevent it), Diversity Turnover (turnover rate in professional, managerial, and technical positions), Financial Impact of Employee Turnover.
�Training and Development� metric includes Learning and Growth Opportunities (percentage of employees who are satisfied with the learning and growth opportunities in the organization), On-the-job learning Contentment (percentage of employees who are satisfied with on-the-job learning, project assignments for growth and development, and job rotations), Opportunities for New Hires (percentage of employees who report training opportunities among the top three reasons they accepted the job).
Although most organizations use similar set of HR measurements, however, even common metrics don’t always include standard components. For instance, a common �cost per hire� metric may contain different expense categories, such as advertising, online services, background checks and recruiter costs. Recruiting and staffing metrics may also comprise various aspects. For instance, organizations usually measure �college recruiting� by analyzing the source of organization newcomers and their progress at the workplace.
HR measurements have significant implications for all areas of the business performance. For instance, employee attitudes and turnover metrics are reported to have key influence on decision making in the organization.
Resources:
https://www.emerald.com/insight/content/doi/10.1108/IJIS-03-2020-0027/full/html
https://www.strategy2act.com/solutions/hr_metrics.htm
http://www.workinfo.org/index.php/articles/item/770-creating-a-human-resource-measurement-framework-that-works
Human resource measurement
The research referred to in previous chapters (especially Chapter 11 on Strategic aspects of performance) has a very clear focus on identifying and measuring a range of best practices in terms of workforce organisation and management (such as self-managing teams, high training spend, reduced status differentials) and relating these to impact on productivity and profitability. This is a very specific approach to ‘proving’ that HR practices affect bottom-line performance. In this chapter we later focus on this type of measurement in the context of specific organisations, but we begin by taking a wider perspective and will review a broader and simpler range of measures which are used to demonstrate how the HR function and HR capital contribute to the organisation.
Human resource management (HRM) in the performance measurement and management (PMM) domain: a bibliometric review
The literature highlights the key role of human resource management in developing effective organizational performance measurement and management. To understand the state of the art of this role, the paper reviews the literature on human resource management in the performance measurement and management domain.
Design/methodology/approach
The paper conducts a bibliometric literature review on 1,252 articles to identify the prevailing research trends and the conceptual structure of human resource management in the performance measurement and management domain.
Findings
The study highlights a growing number of publications and four themes related to human resource management in performance measurement and management. It also underlines the shift from static to the dynamic performance measurement and management systems within organization which is expected to be more suited to current and future contexts.
Practical implications
The paper highlights the need to manage the identified themes as strategic organizational assets and further develop the strategic dimension of human resource management practices leveraging on project management and information systems.
Originality/value
The paper goes beyond the traditional focus on performance appraisal of human resource management studies and assumes the challenge of connecting two research fields: human resource management and performance measurement and management.
Keywords
Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode
To address this research gap, this paper aims to map HRM studies in the PMM domain and identify the most relevant themes and their role in PMM. A bibliometric literature is conducted to answer three specific research questions: (1) What is the trend of HRM publications in the PMM domain? (2) What is the conceptual structure of the HRM research in the PMM domain? (3) What are the thematic evolutions in the HRM research in the PMM domain? To answer these questions, a systematic literature review is performed using two different approaches: performance bibliometric analysis and science mapping technique. Both approaches are suitable to answer the research questions at hand (Cobo et al., 2011; Taticchi et al., 2015).
This paper is organized into five sections as follows. The following section details the methodology chosen to conduct the literature review using a bibliometric approach. This section also synthesizes the useful findings for answering the three specific research questions. The findings section subsequently discusses the main themes that emerge and synthesizes key evidence. Finally, the conclusion summarizes the main contributions of this paper to the PMM literature and practice.
Human resource function has serious impact on general business performance. In fact, an organization�s competitive advantage largely depends on the way it manages its largest asset � its people .
Human resources are the most critical asset of any organization. According to the latest research, the efficiency level of an organization largely depends on its human capital management (HCM). The study showed that over 80% of managing directors believed Human Capital Management to be vital for the fundamental success of a business, while effective measurement is crucial to deliver effective HCM. Comprehensive human resources measurement policy enables the organizational management to collect consistent information about the employee population, which alleviates decision-making and ensures that management and development activities remain relevant with overall business strategy. With a sound HR metrics program, HR management can make business decisions that are based on cold facts rather than �gut feeling�, and use the exact figures to back up business cases and requests for resource.
Human resources practices have direct impact on general business performance. Typically, the most significant HR practices are viewed from 6 perspectives: rewards and accountability; collegial, flexible administration; recruiting and retention excellence, communications integrity, dedicated HR service technologies, prudent application of resources. Most research analyses have shown a strong correlation between these practices and a 30% increase in shareholder value.
HR strategy should be linked to the business goals and objectives. When creating effective HR measurements, an organizational management should consider whether each set of HR metrics contributes to its business performance and provides an insight into productivity assessment and resources appraisal which lead to efficiency gains and customer experience improvement.
Typically, HR metrics are classified in three key categories: historical, real-time and forward-looking. HR strategy should specify the starting point of business development in order to assess the motivation and future impact of the changes in the HR profile and general business structure. To evaluate the business development, the HR can either use its own historical data or benchmark its organization against other similarly sized businesses or industry �best of breeds�.
HR analysis requires the allocation of specific resources. It is essential to implement periodical assessment of HR performance without interfering with existing business procedures. Most companies prefer to employ dedicated technology to optimize the data collection. Besides, the HR report should be presented in comprehensive and clear format. For instance, graphical representations with short textual summaries provide for better accessibility and readability of the HR data. The HR report may also be presented in a form of HR scorecard, which is relevant not only to HR professionals, but also organizational management and employees.
HR metrics
The most widely used HR metrics are typically concerned with employee attitudes, employee turnover, employee skill levels, as well as outsourcing costs, service center operations, the number HR transactions processed, staffing process, training programs utilization and effectiveness, and promotions. These measurements are employed by 25 to 75% of all business organizations.
Each metric contains 2 to 5 performance indicators. For instance, �employee attitudes� metric includes the following indicators: Job Contentment (the percentage of employees satisfied with their job), and Manager Contentment (the percentage of employees satisfied with their manager).
�Employee turnover� metric generally include such indicators, as Cost per Hire (calculation of advertising, agency fees, employee referrals, relocation, recruiter pay and benefits costs and the number of hires), Turnover Cost (calculation of termination, new hire, vacancy and learning curve costs), Turnover Rate (rate of the employees leaving an organization), Time to Fill (the period from job requisition approval to new hire start date), Length of Employment (this indicator considers the job title, department, etc.).
�Recruiting� metric includes Vacant Period (number of overall days the positions were vacant), New Hires Performance Appraisal (average performance appraisal of new hires, compared to previous period), Manager Satisfaction (according to the survey of hiring managers, compared to previous period), Turnover Rates of New Hires (during a specified period), Financial Impact of Bad Hire (according to turnover cost and cost per hire).
�Retention� metric includes Overall Employee Turnover, especially in the key positions, Preventable Turnover (this indicator considers the reasons the employee left the organizations and what measures may be taken to prevent it), Diversity Turnover (turnover rate in professional, managerial, and technical positions), Financial Impact of Employee Turnover.
�Training and Development� metric includes Learning and Growth Opportunities (percentage of employees who are satisfied with the learning and growth opportunities in the organization), On-the-job learning Contentment (percentage of employees who are satisfied with on-the-job learning, project assignments for growth and development, and job rotations), Opportunities for New Hires (percentage of employees who report training opportunities among the top three reasons they accepted the job).
Although most organizations use similar set of HR measurements, however, even common metrics don’t always include standard components. For instance, a common �cost per hire� metric may contain different expense categories, such as advertising, online services, background checks and recruiter costs. Recruiting and staffing metrics may also comprise various aspects. For instance, organizations usually measure �college recruiting� by analyzing the source of organization newcomers and their progress at the workplace.
HR measurements have significant implications for all areas of the business performance. For instance, employee attitudes and turnover metrics are reported to have key influence on decision making in the organization.
1.2. Strategic frameworks and scorecards for HCM
Higher-level approaches are more representative of human capital management, which the Accounting for People Task force defined as ‘an approach to people management that treats it as a high level strategic issue rather than an operational matter “to be left to the HR people” and seeks systematically to analyse, measure and evaluate how people policies and practices contribute to value creation’ (Kingsmill 2003, p. 5). The emphasis is not just on measurement, but on using this measurement approach as a management tool for effecting change and improvement. Such an approach addresses the problem often found in measurement, namely that the wrong things are measured (see, for example, Chartered Management Institute 2006, quoted in IRS 2006; Gratton 2004).
Through the use of a strategic framework or model the organisation can identify what drives the performance of employees in relation to the organisation’s strategy. These drivers can then be expressed as a range of measures with indicators, and targets can be set at about the levels that need to be achieved. These targets are often cascaded down to employee level, and form the base for the ‘hard’ metrics approach to performance management as opposed to the ‘soft’ good management approach to performance management which we discussed in Chapter 13.
There are a variety of models that can be used and Matthewman and Matignon (2005) identify six such frameworks: the human resource benchmarking model; the balanced scorecard; the human capital monitor; the human capital index; the engagement model; and the organisational performance model. We look at the Human Resource Scorecard and Mayo’s Human Capital Monitor in more detail below, and the Window on practice is about the Royal Bank of Scotland Group who use the engagement model.
Becker et al. (2001) argue that it is important to have a ‘measurement system [that] convincingly showcases HR’s impact on business performance’ (p. 4), otherwise, they argue, the HR function cannot show how it adds value and risks being outsourced. The system they suggest focuses on ‘HR architecture’, and by this they mean the ‘sum of the HR function, the broader HR system, and the resulting employee behaviours’ (p. 1). This is therefore a broad view of HR measurement, as we discussed at the beginning of this chapter. Becker and his colleagues have designed a seven-step process to clarify and measure HR’s strategic influence:
Step 2. Develop a business case for HR as a strategic asset explaining how and why HR can facilitate business strategy – Becker and his colleagues suggest how current research relating HR to firm performance can be useful here.
Step 3. Create a strategy map – which should involve managers across the organisation, and needs to address the critical strategic goals, identify the performance drivers for each goal, identify how progress towards goals can be measured, identify barriers to goal achievement, identify required employee behaviour for goal achievement, question
whether the HR function is developing employee competencies and behaviours needed to meet the goals, and if this is not happening, what needs to change.
Step 4. Identify HR deliverables from the strategy map – which may include performance drivers and enablers; for example low turnover, high levels of specific competencies and so on may be needed to reduce product development time.
Step 5. Align HR architecture with the deliverables in step 4. Policies can be developed to result in these deliverables – for example policies encouraging low turnover may be supported by family-friendly and work-life balance policies, diversity policies, career development opportunities and so on.
Step 6. Design a strategic HR measurement system. This requires that valid measures of HR deliverables are developed. For example in specifying low turnover it would be important to identify which particular staff groups this applies to, whether voluntary turnover only is to be calculated, whether internal job moves are included and so on. Step 7. Implement management by measurement – Becker and his colleagues suggest that once the measurement system has been developed this can then become a powerful management tool.
In designing measures Becker and his colleagues suggest that HR efficiency as well as deliverables need to be measured. Efficiency measures tend to be cost measures, for example cost per new hire, or HR cost per employee. They suggest that these are both lagging indicators. Leading indicators can also be measured. These are defined as measures of ‘high-performance work system’ and HR system alignment. The high- performance work system appears to be defined in terms of best-practice-type measures, for example hours of training received each year by each employee, or percentage of the workforce regularly undergoing annual appraisal. HR system alignment indicates the extent to which the high-performance work system is tailored to business strategy via supporting each HR deliverable. Useful lists of HR deliverables and efficiency measures can be found in Ulrich (1997).
HUMAN CAPITAL REPORTING
Elias and Scarborough (2004) liken internal and external human capital reporting to management accounting and financial accounting, in that the first is internal and aimed at managing the organisation in an increasingly better way whereas the second is for external consumption. Currently there is minimal external reporting of human capital but a greater extent of internal reporting, which we suggest is a necessary precursor.
Matthewman and Matignon (2005) state that human capital reporting needs to be tailored to the goals, needs and character of each organisation. However the variety of internal and voluntary external reporting appears to be one of the factors that seem to hold back some form of mandatory external reporting. Whilst the Kingsmill Report (2003) declared that there could be no single approach to HCM others have not given up on this. For example Ruth Spellman of the IiP has set up a Human Capital Management Standards Group with the aim of establishing a universal set of metrics which can be used by organisations of any size and in any sector (IRS 2006). A less ambitious project is in the public sector where the Public Sector People Management Association is currently developing a template to allow all local authorities to evaluate the impact of human capital (Stuff 2007).
Other barriers to external reporting have been identified by Elias and Scarborough (2004) as a lack of interest among important external audiences, and Huselid (2003, quoted in Stiles and Kulvisaechana 2003) suggests a major problem is the lack of sophisticated HRISs and a fear that human capital information is too sensitive to reveal to competitors. In addition he suggests that there are concerns from unions and employees that such information might be divulged. The type of information which is most likely to be reported externally, according to Huselid, includes the percentage of employees in stock plans; average pay; revenue per employee; training expenditure and compensation.
Resources:
https://www.emerald.com/insight/content/doi/10.1108/IJPPM-04-2020-0177/full/html
http://www.strategy2act.com/solutions/hr_metrics.htm
https://phantran.net/measuring-human-resource-and-human-capital/
Human resource measurement
The third approach is the statistical approach. Here, statistical measures of performance are developed based on the company’s existing information. Examples of such measures-are absenteeism and turnover rates. These data help auditors assess the performance.
Innovative human resource management: measurement, determinants and outcomes
External factors such as global competition and new technologies, require organizations to be innovative. Such organizational innovations also ask for innovative human resource management (HRM). However, in the current literature, it is not completely clear what innovative HRM means, as it is conceptualized in different ways. This study aims to provide clarity about innovative HRM by suggesting a new measurement scale; formulating hypotheses about some core determinants of innovative HRM; and investigating how innovative HRM relates to organizational innovation.
Design/methodology/approach
Using a sample of 719 Dutch organizations it was possible to investigate the properties of the inventory and examining several determinants of innovative HRM and how it relates to organizational innovation.
Findings
The innovative HRM scale is internally consistent and differs from other HRM indicators. It is explained by external developments, organizational size and stability of the organization. Finally, innovative HRM is a predictor of organizational innovation.
Originality/value
Analytical Approach
The second approach to human resource management evaluation is the analytical one. The analytical approach relies on cost-benefit analysis, also called the utility analysis. Utility analysis seeks to express evaluations in economic terms, which are more useful for decision-makers. Several HR activities have been evaluated with utility analysis, including appraisal systems, employee hiring, training, and turnover.
Although utility analysis has wide applicability and represents a quantitatively superior means of evaluating HR activities, the process is difficult. Because of this difficulty, and the number of resources and effort required for analysis, its use has been limited to only certain specific situations.
Creating a Human Resource measurement framework that works
All too often human resource (HR) professionals undertake detailed and lengthy measurement activities of a variety of human resource practices, outcomes and processes, present it with a flourish to line or senior management, but find the same report lying virtually untouched a few weeks later. So why undertake a human resource measurement intervention in the first place if all it is going to do is reinforce preconceived notions of the human resources function as a transactional, low value-adding component of the business? The reality is that measurement can be very powerful, both as a strategic tool and in challenging these perceptions.
The role of HR strategy in the organisation must be defined, and the HR strategy itself must be aligned to organisational imperatives. Defining the role of HR strategy in the organisation involves asking a simple question: Is there a business case for HR as a strategic asset? Most organisations and executive managers understand – albeit sometimes at quite a fundamental level – the role that people play in driving organisational performance, so invariably the answer is yes.
Detail how the value of the organisation’s human resources as a strategic asset may be fully realised. This involves mapping HR to the organisational priorities to create a measurement framework – in other words identifying what in needed from human capital strategically to meet organisational priorities (e.g. sales competencies in order to meet sales/revenue targets), and then defining how those are operationalised by determining what is needed to be done (e.g. ongoing assessment and development of training competencies.)
>> Firstly because by mapping your human capital requirements to organisational priorities you are both immediately prioritising what is required to be measured (so that you are not measuring for measurement’s sake) and aligning measurement so that when you measure, you will measure that which is most meaningful. (In the above example potential measures would be percentage sales staff receiving sales training or number of sales training hours.)
>> Secondly by operationalising the human capital requirements you are defining what it is that needs to be done – this energises the measurement process by creating an expectation and accountability for what needs to be done.
>> Thirdly by defining measures in terms of the human capital requirements that derive from organisational priorities, you are communicating to both line management and HR practitioners what it is that needs to be done. Your measurement framework therefore drives and focuses the right behaviours. Many HR practitioners reject measuring people related activities, arguing that measurement defies the complexities of human interaction. Such arguments are often a smoke screen for fears of what measurement may reveal, for measurement creates accountability.
As indicated earlier your measurement framework should also include an indication of how human capital priorities will be operationalised. This creates both an expectation from the organisation and accountability for the HR practitioner. For your HR measurement framework to succeed, HR must deliver on its outputs. What does this entail? Aside from having the competency to deliver on those outputs, HR must champion the measurement process by communicating to the organisation how HR is impacting on organisational performance, and by interacting with line to action the measurement results and demonstrate tangible change and improvements.
Remember that the purpose of the measurement intervention is to ensure that the organisation’s human capital is aligned with and helps to drive organisational performance. In this regard measurement is bound to reveal areas of poor performance and indicate actions that need to be taken. Identifying a need to develop sales competencies is all well and good, but the appropriate systems must be in place to deliver the necessary training.
So how do you design an organisationally aligned measurement framework? To dispel the myth that measurement is difficult and can only be done by those who have a passion for numbers, the following process for constructing a scorecard (measurement framework) is suggested:
We spoke about the first two steps earlier. Identify and list the strategic challenges, objectives and priorities for the organisation through conversations with both senior/executive and line management. For each of challenges/objectives/priorities identified, determine what the human capital requirements are – both strategically and operationally.
Your measures will flow from the organisational priorities and human capital requirements that you identified in steps 1 and 2. Measures do not need to be complex but should consist of basic formulae and ratios (for example tracking employee initiated turnover involves dividing your total headcount by your total number of resignations.) Select only those measures that count, but don’t be afraid to use a number of different measures to track performance for a particular human capital issue. Build up a ‘scorecard’ by clustering measures that reflect on the same human capital requirement together.
Resources:
https://www.emerald.com/insight/content/doi/10.1108/IJIS-03-2020-0027/full/html
https://www.managementstudyhq.com/hrm-evaluation-approaches.html
http://www.workinfo.org/index.php/articles/item/770-creating-a-human-resource-measurement-framework-that-works