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<p>Preface vii</p> <p>Introduction ix</p> <p>CHAPTER 1 Imperatives of Metrics 1</p> <p>CHAPTER 2 A Path to Alignment 15</p> <p>CHAPTER 3 Supporting Human Capital Decision Making 23</p> <p>CHAPTER 4 Employee Assets and Contribution 35</p> <p>CHAPTER 5 Employee Contribution to Risk 47</p> <p>CHAPTER 6 The Employee Lifecycle—A Metrics Roadmap from the C-Level 59</p> <p>CHAPTER 7 Missions, Objectives, and Metrics 71</p> <p>CHAPTER 8 Measuring Staffing—A Better Approach to Hiring Metrics 93</p> <p>CHAPTER 9 Beyond Hiring—Metrics for Employee Development and Retention 113</p> <p>CHAPTER 10 Succession Planning and Internal Mobility 141</p> <p>CHAPTER 11 Current Measurement Practices—Lessons from the Field 169</p> <p>CHAPTER 12 Case Studies—Metrics in Action 189</p> <p>CHAPTER 13 Human Capital and Organizational Performance 207</p> <p>CHAPTER 14 HR Outsourcing and Metrics 221</p> <p>CHAPTER 15A Practical Guide to Building Your Ultimate Dashboard 235</p> <p>Conclusion 253</p> <p>References 259</p> <p>About the Contributing Authors 263</p> <p>Index 267</p>

<b>Nicholas C. Burkholder</b> is the Managing Director and Chair of OnPerformance, Inc. and founder of Staffing.org. He is actively engaged in the development and application of performance frameworks which enable organizations to achieve optimum results. <p><b>Scott Golas</b> applies insight and realism shaped over twenty years in HR and outsourcing to demystify the rapidly evolving business of HR and workforce issues.</p> <p><b>Jeremy Shapiro</b> is a Vice President at Bernard Hodes Group's Hodes iQ, bringing next-generation talent acquisition and technology solutions to HR management across the world.</p>

<p>Meeting the challenges of high-performance HR</p> <p>Until 1760 ships routinely disappeared, ran aground, or sank because seafarers could not measure longitude. The cost in life and property was immense. Today, business faces a similar challenge, as the failure to measure human resources performance is just as costly and deadly to modern organizations.</p> <p>Senior executives once considered HR a "soft," unavoidable cost of doing business, responsible for compensation, employee transactions, company functions, workforce problems, and legal issues. Three factors changed this perception: the significant impact of high-performance HR, the implications of poorly performing HR, and soaring HR operating expenses. These factors have led to an increased demand and focus on HR metrics.</p> <p>Ultimate Performance approaches this challenge by providing clear, proven measurement solutions that will optimize the performance of people and businesses.</p>

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