HR performance drivers: grasping the relationships among key success factors is essential for measuring HR's traditionally elusive role in driving organizational performance. Once a company firmly anchors HR in its strategy implementation system, it can then see the connections between HR and the company's success drivers by measuring HR's effect on these drivers, the firm can quantify HR's overall strategic impact. To integrate HR into a business performance measurement system manager must identify the points of interaction between the HR and the organization strategy implementation system plan. We can think of these points as strategic HR deliverables, namely, those outcomes of the HR architecture that serve to execute the firm's strategy. This is in contract to HR "do able" that focuses on the HR efficiency and activity counts. The deliverables come in two categories:

HR performance drivers are core people related capabilities of assets, such as employee productivity or employee satisfaction. Even through these may seem as so important as to be generic, there is actually no single correct set of performance drivers. Each firm custom identifies its own set based on its unique characteristics and the requirements of its strategy implementation process. Enables reinforce performance drivers. For example, a particular change in a company's reward structure might encourage maintenance than reactive maintenance. An emphasis or preventive maintenance might in turn "enable" a performance driver called on time delivery. Any performance driver may have several enables.