Well put SAK.
We see, however, that most HR pros talk about interventions on employee satisfaction without addressing the costs adequately. This causes a disconnect between the HR and the management. I was once providing a development service and this HR pro was a PhD. However, he became extremely uncomfortable when we started speaking of intervention pay-offs and impact analysis (paybacks or returns, etc.). I feel if you restrict it to the 'conventional HR domain', the function becomes platonic...
Yet, drawing the balance is not always easy. I am looking for responses where people have integrated these in their decisions. Some examples would work well on this thread.
Reg,
We see, however, that most HR pros talk about interventions on employee satisfaction without addressing the costs adequately. This causes a disconnect between the HR and the management. I was once providing a development service and this HR pro was a PhD. However, he became extremely uncomfortable when we started speaking of intervention pay-offs and impact analysis (paybacks or returns, etc.). I feel if you restrict it to the 'conventional HR domain', the function becomes platonic...
Yet, drawing the balance is not always easy. I am looking for responses where people have integrated these in their decisions. Some examples would work well on this thread.
Reg,