This value-added mentality is evident throughout each of the four steps. The planning step asked us to look at what is and what is not working by documenting, measuring and analyzing human resource processes. The research step gave us the opportunity to identify benchmarking sources. The third step involved analysis of real-world examples of processes, methods, measures of results, activities and techniques that resulted in effective performance. Benchmarking is key to developing clearly defined measures of competency and performance in human resources.
Numbers lend credibility to the human resource function.
Data supports comparisons, and provides a way to gauge progress. In step four, we learn communication and action must follow that benchmarking effort. To remain current, redefine benchmarks and review processes every two-three years. Please contact Jeannette if you have any questions regarding this article, or related subject matter. We would also appreciate your comments on the ideas presented.