Delivering Strategic Human Resource Management Between 2001 and 2004

Delivering Strategic Human Resource Management Between 2001 and 2004, companies began to give serious attention to the organization and performance of their human-resource (HR) functions. This initiative, a further refinement of a movement widely termed Strategic Human Resource Management (SHRM), had two goals: to contain costs and to deliver maximum value to a company’s business units by realigning HR leaders as strategic partners with business leaders. The Balanced Scorecard Collaborative, human-resources consultancies and corporate think tanks, and emerging state-of-the-art enterprise resource planning (ERP) software all contributed to investments in capabilities, infrastructure, and education on HR practices in general and human-capital measurement in particular

 

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