Strategic human resource utility analysis

Abstract

Purpose

As the implementation and acceptance of utility analyses are afflicted by several problems, this paper sets out to describe how to circumvent these problems by implementing a new framework for utility analysis.

Design/methodology/approach

The HC BRidge™ model, developed by Boudreau and Ramstad, was implemented to determine the utility of assessment centers within a call center company.

Findings

The results demonstrate the utility of the assessment centers and the usefulness of the HC BRidge™ model.

Research limitations/implications

Future research should clarify under which conditions human resource specialists can communicate effectively and reach an optimal decision within the HC BRidge™ model of utility analysis.

Practical implications

It is highlighted how human resource experts can assist in using utility analyses (as a component of HR strategy) for decision‐making processes concerning limited organizational resources.

Originality/value

To demonstrate the usefulness and value of the HC BRidge™ model for both researchers and practitioners.

Citation

Rowold, J. and Mönninghoff, M. (2005), "Strategic human resource utility analysis", Journal of Human Resource Costing & Accounting, Vol. 9 No. 1, pp. 10-25. https://doi.org/10.1108/14013380510636676