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.
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