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first_img Comments are closed. Measuring the performance of HR by assessing its contribution to a company’sbottom line is an inappropriate way to judge the function, claimed a leading HRacademic at a CBI conference in London last week. Chris Brewster, professor of international human resources at CranfieldSchool of Management, is convinced that the different timescales used bybusiness and HR to measure success makes performance difficult to assess. Brewster said, “Business wants to see a return within a year, sometimessix months, while HR says it will expect to see a pay off within five to 10years. Line managers are uncomfortable with these different timescales.” He added, “Not enough organisations attempt performance measuring HR andprofits. There is enough proof around that the two are connected. HR practicesare linked to commitment, productivity, quality and flexibility – this all hasa direct impact on financial performance.” Speaking at the CBI conference called Making the Connection: PeopleManagement and the Bottom Line, Brewster said HR must understand the values ofits organisation. He said policies simply based on best practice models”do not travel well”. He said, “Instead of best practice models, HR should look at fittingpractices to fit the culture of your own company.” Don’t judge HR on bottom lineOn 19 Jun 2001 in Personnel Today Related posts:No related photos. Previous Article Next Articlelast_img read more