HR transformation is not a single event — it’s a new pattern of thought and behavior. As discussed in Chapter 2, the rationale for the transformation comes from general business conditions and the ability to increase value to specific stakeholders. The traditional answer is that you can measure specific quantitative outcomes of HR practices. For example:
- How many people did we hire?
- What percentage of low performers was removed from the organization?
- How many employees completed the required 20 or 40 hours of training in the past year?
- How many information sessions were held?