SUSPECT CONCLUSION
The problem with this, as I see it, is that shareholder value is an iffy way to measure leader impact in a window of less than three years. I have always understood shareholder value to be a long-haul proposition (and for the sake of my currently anemic 401(k) plan, I certainly hope it is).
Jerry Donini, an HR consultant and contributor to the Washington Business Journal, writes in an article in the November 15, 2002, issue of that publication that “a more direct and reliable measure of the influence of HR practices is one that compares them to a combination of outcomes—like top-line revenues, earnings growth, return on assets, net margin and return on equity.”
Consider Owens Corning, a company that I consider to be an example ...
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