HR Roles Human resource (HR) professionals are increasingly challenged to take a more strategic perspective regarding their roles in the organisations. As HR professionals respond to this challenge, measuring HR's performance and its contribution to the firm's performance consistently emerges as a key theme (Becker, Huselid & Ulrich 2001). Measuring HR makes good economic sense to a HR programme's worth by providing convincing evidence. It shows proof of results and the results encourage the HR staff to focus on important activities which can lead to additional resources. It also increases personal satisfaction and position for HR staff (Fitz-Enz 1995). HR professionals must evaluate their value as created in the eyes of stakeholders i.e. customers, investors, managers and employees. They must build value-added HR practices and competencies that align with and help accomplish strategic goals (Ulrich & Brockbank 2005). Research carried out by Albert (1990), Radford and Kove (1991), and Gubman (1994) has supported that good HR practices produce a payoff in terms of bottom-line financial performance. Using Eastman Kodak as a case study, Yeung and Berman (1997) has identified three paths through which HR practices contribute to business performance: by building organisational capabilities, by improving employee satisfaction, and by shaping customer and shareholder satisfaction. He has developed HR measures that drive business performance in this new framework.