Develop your people, grow your business
| DOI | https://doi.org/10.1108/14754390580000580 |
| Published date | 01 January 2005 |
| Date | 01 January 2005 |
| Pages | 2-2 |
| Author | Josie Salkey |
| Subject Matter | HR & organizational behaviour |
Volume 4 Issue 2 January/February 2005
2
FROM THE EDITOR
,
CONTACT
Josie Salkey
E-mail: josie.salkey@melcrum.com
,
Develop your people,
grow your business
implemented and measured in Building employee
engagement at Sensis.
The thorny issue of HR measurement is also the
topic of Gary McLean’s article, Examining approaches
to HR evaluation. McLean weighs up the pros and
cons of six popular methods, and although he
concludes none are perfect, he offers a workable
approach to measuring what really matters.
Finally, in what is a truly global issue of Strategic HR
Review, find out how worldwide enterprise
communications company Avaya used an outsourced
network of shared service centers to cut costs and
improve speed and accuracy in HR service delivery. In
addition to estimated cost savings of US$8-10 million
over five years, Avaya was able to turn previously
disparate people data into actionable business
intelligence. However, the path to this result wasn’t
smooth – Avaya initially attempted to provide all its
HR services in-house. Read the full story in Avaya’s
journey to global HR shared service.
Happy 2005!
At the start of this new year, why not take the
opportunity to extend your professional network? All
subscribers have access to our global e-mail discussion
forum for HR practitioners, the HR Network.
Whether you want to ask a question, benchmark with
your peers or discuss a hot topic, join today by sending
an e-mail to hrnetwork-on@melcrum.com
I hope you enjoy this issue – best wishes for 2005
from all at Strategic HR Review.
In recent years, the role of learning and development
professionals has shifted. As organizations come round
to the fact that people are a critical source of
competitive advantage, they have an increasingly
strategic role to play. The investments made in people
are significant and, rightly, senior executives are
demanding to see the return on their learning and
development dollars.
It’s surprising then, that many learning functions
don’t track the impact of their work in business terms,
such as new revenue generation or productivity. This is
one of the findings of a European study of learning
professionals, which also reveals that many still use
metrics such as “percentage of classroom filled” or “cost
to deliver” to measure the result of development
initiatives. The good news is that some learning and
development functions are working closely with
colleagues in business development, recognizing that
the future success of the business is closely tied to
future investments in people. Read the full findings in
The evolution of leadership development.
Many companies aim to become a “learning
organization” where people at all levels are
continuously developing their skills and capabilities.
This approach has been embraced by Indian IT
company, Mahindra BT. Find out how it differentiates
itself through a strong focus on learning in Nurturing
talent for success at Mahindra BT.
Measuring what matters
For Australian advertising and search company Sensis,
training and development was just one of a raft of
initiatives used to execute its new people strategy. Its
HR team used the service-profit chain as the
foundation to engage leaders and employees across the
organization in improving the working environment.
Three years on, financial, customer service and
employee engagement results have all increased
dramatically. Find out how the strategy was researched,
Josie Salkey
© Melcrum Publishing Ltd. 2005. For more information, go to www.melcrum.com or e-mail info@melcrum.com
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