To do a cost-benefit analysis, you must find, quantify, and add up all the positive factors or the benefits. Then, to find the costs, you must identify, quantify, and subtract all the negative factors or limitations, including missed opportunity costs. The difference between the two indicates whether the planned action is advisable or worth pursuing. The real challenge is to be able to not only determine the real benefits and the real costs, but also to properly quantify them. When managing people, that has and will continue to be a particular challenge for HR professionals.
Cost-Benefit Analysis
Some calculations can be fairly straightforward. For example, should we hire an additional salesperson? If the total compensation of a salesperson is $100,000 per year, but the average sales of our current sales staff is only $80,000 on a good month, it may not be worth the cost at the present time. This seems fairly straightforward until the picture is complicated. Suppose there is a performance driver to build a more qualified sales department, and suppose that the marketing staff is projecting business to increase in the last 6 months of the year. Taking time in March through May to find highly talented salespeople might then make sense from a strategic perspective.
Cost-Benefit Analysis
In this Discussion, you will consider cost-benefit analysis and how it can contribute to strategic decision making.
With these thoughts in mind:
Post a cohesive and scholarly response based on your readings and research this week that addresses the following:
Resources:
Jayne, V. (2003). Measuring ROI: Return on individuals. Investing in people has a feel-good ring to it—But what impact do human resource initiatives have on the bottom line? And how easily can that impact be measured? New Zealand Management, 34.=
Lockwood, N. (2010). Measuring ROI for diversity management—Case histories from a report from the Society of Human Resource Management (SHRM). Wem, 18(3), 1–6.
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