MEASURING PAYBACK FROM HUMAN RESOURCE DEVELOPMENT

Abstract

Reports on how the Human Resource (HR) professional can prove his/her input towards the bottom line of the company a subject which undermines their credibility on the management team. Suggests that direct correlation between HR and its payback to the company is difficult to evaluate due to its reputation as a “people changer” rather than a “business improver”. Proposes five steps towards facilitating measurement of HRD payback. Suggests that these will show the true value of Human Resource Development to a company in financial terms.

Citation

Kelly, A. (1993), "MEASURING PAYBACK FROM HUMAN RESOURCE DEVELOPMENT", Management Development Review, Vol. 6 No. 4. https://doi.org/10.1108/EUM0000000000746