Description
Measuring the Results of the HR Function: The Case of the Société de transport de Montréal’s Staffing and Workforce Planning Division: Abstract
If the HR function is to become a strategic partner within an organization, it must be able to measure the results of its activities and programs. But how?
The case places students in the position of an external consultant who is mandated to identify and develop indicators that will be used to establish a balanced scorecard for the head of the Staffing and Workforce Planning Division of the Société de transport de Montréal (STM). This is a decision-making case, since it asks students to decide on the relevant indicators to be selected for the balanced scorecard. At the same time, it can also be regarded as an analytical case, in that the solutions/indicators must be based on an exhaustive analysis of the situation and information conveyed in the case and its appendices.
Teaching objectives
- Understand the role of measurement within an organization’s strategic context
- Structure a mandate based on the measurement of HRM results
- Gain an understanding of the realities of measuring HRM results
- Understand how the value-added staircase works in HRM (Le Louarn, 2008)
- Develop their knowledge and skills related to the establishment of performance measurement indicators
Main themes covered
The case is designed to allow students to develop their skills in relation to HR metrics, more specifically staffing.
Additional information
Teaching notes are available for professors. Contact the HEC Montreal Case Centre.
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