Summary of Principles in Selecting Human Capital Measurements and Metrics

Summary of Principles in selecting human capital measurements

and metrics

Metrics/Measures HR

26 October 2016

The title of the research article informs us what will be in the context of the article as well as the any information on providing managers (leaders) with the ability to identify appropriate means to measure human capital information.  The purpose of the research was to answer the question, “What are the principles in selecting human capital measurements?” (Chrysler-Fox, 2014)

The study was implemented to determine how to select the type of tools to capture valid/strategic guidance and/or information to promote/foster change amongst an organization.  The methodology to obtain and capture the raw data was based on quality information from experts within the HR field.

Supply and demand for human capital information has human resources practitioners and overall leaders on the edge.  The cause of this is current or non-existing measurements to capture the value resource—information.  The demand portion is supported by information that drives success.  Success in this article is defined as financial and strategic (resources and people) success.

The supply side of the house per the article presents more challenges than answers.  These challenges are presentable on the ability to find and use measurements that can provide clear and concise evidence.  Measurements are use by HR personnel to clarify the reasoning for programs and the utilization of any resource use measurements.

To obtain and gather this information from the field of experts, researches used an unmethodical approach allowing the experts to provide enough fluid and rich information with regards to the subject.  

Researchers used as what they described as a snowball sampling method to first approach participants and inform them of the study through methods of telephonic contact, followed by email informing them of study particulars.  As stated above, researchers were interested in gather quality information from a panel of experts through specific strategies, gathering data verbatim, and to point of saturation (Chrysler-Fox, 2014).  

The researchers were able to find nineteen themes to help generate information that would be utilized by management level personnel.  The following are those themes found.

Theme 1.  Cascade the business strategy into the organizational subsystems (93).  The theme focuses on delivery and receiving of the organizations vision and strategy.  To deliver a strategy and vision, the line of communication must be fluid and provide the clear guidance.  Department managers must be able to incorporate the strategy into their daily operations.

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