Evaluating Human Resources Programs is a groundbreaking book that offers readers a systematic method for enhancing the value and impact of HR and supporting its emerging role as a strategic organizational leader. It provides a practical framework for adjusting and realigning strategies across all types of HR programs. The authors outline a proven six-phase process that will maximize the likelihood of a successful HR program evaluation, including real-world techniques, strategies, and examples to illustrate their recommended steps and actions.

Jack Edwards is an assistant director in the Defense
Capabilities and Management area of the U.S. Government
Accountability Office (GAO) in Washington, D.C.

John C. Scott is vice president and co-founder of Applied
Psychological Techniques (APT), an HR consulting firm in Darien,
Connecticut.

Nambury S. Raju was a distinguished professor in the
Institute of Psychology and a senior scientific advisor at the
Center for Research and Service at the Illinois Institute of
Technology, Chicago, Illinois, until his unexpected death in
2005.

The SHRM Foundation was founded in 1966 as a 501(c)(3)
not-for-profit affiliate of the Society for Human Resource
Management (SHRM). It is governed by a volunteer Board of Directors
from the HR profession, including academics, practitioners and
representatives from SHRM. All contributions are tax deductible.
For additional information about the SHRM Foundation, visit
www.shrm.org/foundation or call (703) 535-6020.

Praise for Evaluating Human Resources Programs

"This book provides a new and fresh perspective on HR program evaluation by outlining a comprehensive, step-by-step approach to the entire process. HR professionals, OD practitioners, and anyone else who might find themselves held accountable for an HR program or process will find this an invaluable hip-pocket reference."
Allan H. Church, vice president, Organization & Management Development, PepsiCo, Inc.

"The authors make a compelling case for the why and how of HR program evaluation and have done so with a rigorous and comprehensive guide filled with practical and useful examples. I will keep it nearby as I advise companies on their workforce issues."
Gilbert F. Casellas, former chair, Equal Employment Opportunity Commission

"When I teach a course to HR professionals or graduate students on evaluating human resource programs, this book will be required reading. It is a highly informative how-to guide chock full of insights by seasoned practitioners written in a clear and accessible manner."
Steven Rogelberg, professor and director, Organizational Science, University of North Carolina Charlotte and editor-in-chief, Encyclopedia of Industrial and Organizational Psychology

"The tone is superb. The authors really make the points well and they are so practical and useful that I wanted to cheer. It's very down-to-earth, practical, and extraordinarily usefulthe kind of material that every faculty member teaching human resources should be using."
Maureen J. Fleming, emerita professor of Human Resource Management, The University of Montana

"HR professionals who want to assure their programs are aligned with the strategy of their organizations through disciplined program evaluation should read this practical guide. The authors have done an excellent job of recognizing the challenges of evaluating HR programs within organizations and present pragmatic tips for overcoming the pitfalls."
Ben E. Dowell, retired vice president, Talent Management, Bristol-Myers Squibb Company

Preface.

A Few Words of Thanks.

Overview: Human Resources (HR) Program Evaluation.

Chapter Objectives.

Use the Approach That Best Addresses Your HR Program Evaluation's Objectives.

Use Goal-Based Evaluations to Focus on Program Objectives.

Use Process-Based Evaluations to Focus on Workflow and Procedures.

Use Outcome-Based Evaluations to Focus on Results.

Integrate Ongoing and Periodic Program Evaluations into the Operation of HR Programs.

Enhance HR Program Performance Through Ongoing Formative Program Evaluation.

Enhance HR Program Performance Through Periodic Summative Program Evaluation.

Consider Our General Philosophy of HR Program Evaluation.

Be Prepared to Address Potential Excuses for Not Conducting an HR Program Evaluation.

Potential Excuse 1: The Resources Required to Conduct a Program Evaluation Are Better Spent on Administering the Program.

Potential Excuse 2: Program Effectiveness Is Impossible to Measure.

Potential Excuse 3: There Are Too Many Variables to Do a Good Study.

Potential Excuse 4: No One Is Asking for an Evaluation, So Why Bother?

Potential Excuse 5: Negative Results Will Hurt My Program.

A Look at How the Remainder of the Book Is Organized.

Phase 1: Identify Stakeholders, Evaluators, and Evaluation Questions.

Phase 2: Plan the Evaluation.

Phase 3: Collect Data.

Phase 4: Analyze and Interpret Data.

Phase 5: Communicate Findings and Insights.

Phase 6: Utilize the Results.

Deviate from Our Approach When It Makes Sense for Your Evaluation.

Phase 1: Identify Stakeholders, Evaluators, and Evaluation Questions.

Chapter Objectives.

Identify Stakeholder Groups.

Decide on Internal Stakeholders First.

Consider the Perspectives of Unions and Their Members.

Don't Forget That There Are External Stakeholder Groups.

Identify the Evaluation Team.

Ask, How Big Should the Team Be?

Ask, Who Should Be on the Team?

Ask, Who Should Lead the Evaluation Team?

Ask, Should the Evaluation Team Write a Charter?

Identify Evaluation Questions.

Determine the Types of Evaluation Questions That Match the Evaluation Objectives.

Develop and Refine Evaluation Questions.

Attend to Desirable Characteristics When Selecting Criterion Measures.

Conclusions.

Phase 2: Plan the Evaluation.

Chapter Objectives.

Determine the Resources Needed to Conduct the Evaluation.

Develop a Preliminary Budget.

Set Milestones with DatesMaking a Commitment Is Hard to Do.

Lay Out Plans for Data Collection.

Determine Desirable Attributes for the Data That Will Be Collected.

Remind the Team of All the Sources and Methods They Might Use.

Decide Whether Pledges of Anonymity or Confidentiality Will Be Needed.

Avoid or Minimize Common Data Collection Errors.

Decide When a Census or Sample Should Be Used.

Identify the Data Analyses Before the Data Are Collected.

Plan the Procedures for Supplying Feedback.

Enhance Buy-In from Top Management.

Provide an Overview of the Program Evaluation Plan.

Prepare to Defend the Budget.

Conclusions.

Phase 3: Collect Data.

Chapter Objectives.

Select Optimum Data Collection Methods and Data Sources.

Use Internal Documents and FilesCurrent and Historical.

Gathe…