An evaluation of the Human Capital BRidgeTM framework

Abstract

Orientation: The methodologies employed for achieving two important goals of human resource (HR) measurement, namely to enhance decisions about human capital and to connect HR and business strategy, are rarely empirically investigated.

Research purpose: The aim of the present study was therefore to use the Human Capital (HC) BRidge^TM framework to compare the views of HR practitioners with those of line management on HC solutions towards achieving strategic business objectives.

Motivation for the study: The motivation for this study was to determine whether the HC BRidge^TM framework can create a useful platform for leveraging human capital solutions and for demonstrating HR value-add.

Research design: A census-based survey was conducted on a target population of 787 supervisors and managers in specific categories in a mining company, which yielded 202 responses. The measuring instrument used was based on the HC BRidge^TM framework and on the company’s strategic objectives. Item intercorrelations on the subscales were followed by factor analyses and iterative item analyses.

Main findings/results: The self-developed measuring instrument yielded an overall Cronbach alpha coefficient of 0.97. Statistically significant differences were found between line management’s and HR practitioners’ views in respect of the three strategic business objectives.

Practical/managerial implications: The results suggested that HR management was not yet fully aligned in respect of strategic business objectives and of becoming a strategic business partner.

Contribution/value-add: The study therefore suggested that the HC BRidge^TM framework can be used as a method to connect human capital processes with business strategy to leverage business results and to demonstrate value-add.