领导力之声 • 7 分钟阅读
我用业务成果来衡量 HR 成功。原因如下。
APR 15, 2026
一位首席人员官解释了从衡量 HR 活动转向衡量业务结果的变化，以及为实现这一转变所付出的努力。
活动指标及其局限
For most of my HR career I measured the wrong things. I measured training hours delivered, not capability improvement. I measured positions filled, not quality of hire. I measured survey completion rate, not the actions taken as a result. These activity metrics are easy to produce, relatively easy to improve, and almost completely disconnected from whether HR is creating value for the organisation. The number of training sessions delivered tells you nothing about whether the business is more capable than it was a year ago.
向成果指标的转变
这种转变始于对每项 HR 干预的一个简单问题：这项干预旨在改善什么业务结果？招聘流程的改进应缩短新员工达到生产力所需的时间。经理发展计划应提高团队敬业度并降低自愿离职率。薪酬审查应提高高绩效员工的保留率并减少遗憾流失。当你围绕结果而不是活动来设计 HR 工作时，衡量几乎会自然而然地形成。而与高级领导层的对话会变得简单得多：这是我们试图解决的问题，这是我们所做的，这是它是否奏效。
