Consider for a moment that HR both identifies the rules by which a person's value to an organization is decided, and that they also must demonstrate their own v

Consider for a moment that HR both identifies the rules by which a person's value to an organization is decided, and that they also must demonstrate their own value to an organization and you can see that a lot of this arises from a conflict of interest. HR really wants 2 to be true because many companies have drunk the "metrics" kool-aid and believe that the only things that matter are measurable. Metrics are a technical solution, and as organizations are social constructs HR is making the classic software engineer mistake and trying to solve a social problem(how do we identify high performers) with a technical solution(generate numbers and use those to identify high performers). The reality is that team performance doesn't yield to analytic techniques because it's so markedly a result of all of the people together and not specific individuals that it's not even funny.