Como você mede o impacto da RPB no desempenho e na satisfação dos recursos humanos?

I would also add that an HR department needs to consider measuring the impact from a demographic standpoint. While BPR could be achieving the top level goals and indicators, underrepresented groups in the workplace may not be realizing the same gains and successes.

Measuring the impact of Business Process Reengineering (BPR) on human resources (HR) performance and satisfaction is crucial to assessing the effectiveness of BPR initiatives and making informed decisions for continuous improvement. Identifying and tracking specific HR-related KPIs that are relevant to organizations. These could include metrics like turnover rate, employee engagement, time-to-fill job vacancies, training hours per employee, and HR cost per employee.

You should have baseline and target measures. Why? You want to see how much your interventions move the needle. If you don't measure it, it didn't happen.

HR...typically manages up. It takes a strong HR Rep to get the whole picture of top mgmt, middle mgt and front line. Ops and other management teams I have worked with, tend to be honest and transparent. Some however...ignore and blame the ee...look at trends, listen to the mass surveys done to get ee feedback, retention stats, differing productivity from one manager vs another. Leadership matters even when you work in HR. HR typically comes in when there is an issue. HR does don't monitor the pulse. HR hires, then disciplines, then fires. I have never been in HR but am very familiar with different styles. Balanced scorecards have never used a HR component. Hard to measure...willing to contribute.

If this article seeks to draw attention to the impact of BPR to the "human resources" of an organization, I would strongly suggest to avoid using the acronym of HR as it may mislead readers into thinking we are talking about BPR impact on the Human Resources department or function. Business Process Re-engineering should absolutely consider impact on an organization's talent pool. If ignored or mishandled, it could lead to disengaged labour force and/or higher levels of attrition. While it may be conventional to express the goals of BPR in terms of efficiency, taking a balanced approach to consider engagement and value.

An agile mindset is needed to improve your BPR process. There is need to develop a BRP with continuous improvement in mind. This would drive you to always review your BPR process to see how it can be better optimized