Abstract
Both public sector and not-for-profit organizations continue to wrestle with the challenges of defining and managing organizational effectiveness. Human resource management teams are drawn increasingly into new strategic and operational initiatives proceeding under a variety of labels, e.g., downsizing, reinvention and business process improvement. Over the past ten years, a significant number of HR executives joined their organizations' strategic planning teams. Twisting between the realities of fewer resources and expanded accountability, HRM strategic planning often flounders. This is due to the lack of simple, yet compelling management tools for demonstrating how HRM services contribute to the accomplishment of broader organizational objectives. The author offers a proven model, the HRM Effectiveness Audit, as a guide for establishing a measurement-based, value-added service improvement system. Through partnering and training, the author has helped implement HRM reviews in a variety of organizations, including the U.S. Patent and Trademark Office, Virginia Department of Social Services, and South Carolina Budget and Control Board — Office of Human Resources.
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