by David Madison, Ph.D.,
Director, The National Guild of Five O’Clock Club Career Coaches
A wise boss once said, “The thing I worry about the most is my elevator assets.” What he meant by this was his employees: “When they leave at night, they get in the elevator and go home. What if they don’t come back?” Hence, one of his major preoccupations was keeping people happy — so that they would want to come back. Traditionally HR has been viewed as an ally in the effort to care for and nurture employees. Hence, insurance and benefits, training, performance reviews, and promotions have all been considered part of the human resources function. This function has become increasingly complex over the years as the laws relating to employment, benefits, discrimination, and employer liability have become more complex. But there has been a growing realization in recent years that human resources ought not to be as narrowly construed as it has been. The wise boss who looked upon his employees as assets was anticipating the trend these days to speak of the workforce as the human capital of an organization.
Measuring and reporting is now often a substantially part off the HR role.