Measuring the Personnel Function

Hirsh W, Bevan S, Barber L | Report 286 | Institute for Employment Studies | May 1995

This research report considers how the contribution of the personnel function might be measured. It contains case studies of nine major UK organisations, including Marks and Spencer, Rolls-Royce (Aerospace) and Unilever, and spanning both public and private sectors.

Various approaches to measurement are categorised and their pros and cons examined. Broader issues about the context and purpose of measurement are raised, including the difference between measuring the personnel function and measuring personnel management. Offers practical information to those faced with this challenging task.