Utilizing HR Metrics to Illustrate & Improve Human Resource's Contribution
OVERVIEW
Human Resource Departments have traditionally been concerned
with the processing of transactions and administrative functions – often with
little or no objective data to provide them feedback on:
- the effectiveness of their HR processes
- or the contribution that these processes are making to
the organization’s business strategy
However, many senior corporate executives are no longer
satisfied with this scenario – they want HR to prove its value and
effectiveness through objective data.
Human Resources metrics allow HR professionals to:
- be seen as business partners who are customer focused,
strategic and change oriented
- make greater contributions to their business’ strategic
and operational plans
- speak the ‘language of business’
- gauge whether they are satisfying the needs of their
internal customers
- make continuous, meaningful improvements to HR
processes
- show that they are not afraid of measuring their
contribution
- avoid being outsourced
This interactive HR metrics trainingwill provide an overview of
frequently used HR Metrics and describe a methodology for implementing them in
your HR function.
WHY SHOULD YOU ATTEND
HR professionals leading many of the best managed HR departments
across the U.S. rely heavily on HR Metrics to guide and improve their
departments' performance. They recognize that metrics offer significant
benefits to both their departments and organizations.
These HR professionals recognize that:
- Metrics is the ‘language of businesses’. Senior leaders
are seeking objectivity. They don't speak in generalities and don't make
key decisions based on opinions.Metrics communicate by painting an
unbiased, objective and believable picture
- They are in the service business and their H.R.
function can be seen as only an overhead expense until others see value
from the function. They appreciate the fact that the results that they
don't objectively report often don’t count
- They need metrics to be able tocompare themselves to
standards and ‘best practices’ in other organizations. That metrics
provide early warning signals and identify performance gaps. And that it
is difficult to control & improve upon any HR process that is not
measured.
- Metrics provide a means of increasing visibility,
clarifying performance expectations and setting goals. That just measuring
an HR process conveys its importance and tends to improve the performance
of the process.
- Since the leaders of the other functions within their
organizations -manufacturing, sales, accounting, customer service, etc. -
measure and report their contributions and performance, they as HR
professionals should as well.
At the end of this HR management training, participants will be
able to:
- use HR Metrics to ‘paint a picture’ and speak the
‘language of business’
- gauge whether they are satisfying the needs of their
internal customers
- make continuous, meaningful improvements to HR
processes
- make greater contributions to their business’ strategic
and operational plans
- develop their personalized HR score card
- discuss ways of strategically implementing their HR
metrics dashboard
- see and select from many potential HR Metrics
- show that they are not afraid of measuring their
contribution
AREAS COVERED
- The Benefits of HR Metrics to HR departments and
Organizations
- Reasons for Utilizing HR Metrics
- What HR Metrics Produce
- Identifying What to Measure
- Why Use HR Metrics?
- The Benefits and Limitations of Measurement
- The Key Question is How to Best Measure an HR Process
and Whether the Result will be Worth the Cost of Measuring
- What are Your Customers’ Most Important Expectations?
- What HR Processes Impact/Have an Effect on These
Expectations?
- How Can the Performance or Results of These HR
Processes be Measured?
- Five Categories of HR Metrics
- Four Step Process for Implementing HR Metrics
- Recruiting, Interviewing & Selection Metrics
- Cost: Per-Hire Formula
- Cost: Per-Interview Formula
- Time-to-Fill Formula
- Offers Resulting in a Hire Formula
- Quality of Hire Formula
- Other Frequently Utilized Recruiting Process Measures
- Human Reactions to the Recruiting Process
- Compensation & Benefits Metrics
- Four Key Objectives of a Compensation System
- Employee Compensation Cost Formula
- Compensation & Benefits Costs as a Percentage of
Operating Costs Formula
- Profit Factor per Employee Formula
- Revenue Factor per Employee Formula
- Other Frequently Utilized Compensation Metrics
- Other Frequently Utilized Benefit Metrics
- Human Reactions to Compensation
- Training & Development Metrics
- Training and Development’s Biggest Challenges
- Developing a Training Objective for Your Organization
- The Four Levels of Training Evaluation
- Training Cost Formula
- Training Cost Per Hour Formula
- Knowledge Change Formula
- Skill Change Formula
- Performance Change Formula
- Other Frequently Utilized Training and Development
Metrics
- Human Reactions to Training & Development
- Retention Metrics Formulas
- Average Length of Service Formula
- Cost of Turnover Formula
- Quantity of Turnover Formula
- Quantity of Voluntary Turnover Formula
- Voluntary Separation Rate by Tenure Formula
- Replacement Factor Formula
- Quality of Performer Retention Formula
- Other Frequently Utilized Retention Metrics
- Human Reactions to Employee Retention & Turnover
- Measuring Other HR Processes
- Other HR Processes for Which You Might Like to Have HR
Metrics
- Strategically Implementing Your Action Plan & HR
Dashboard
- Creating Your HR Dashboard
- Four Key Summary Questions
- Questions for Taking the Next Steps
LEARNING OBJECTIVES
There are two strong forces behind the growing movement toward
the use of HR Metrics – this is true for large organizations like IBM, Fed Ex,
Southwest Airlines, etc. as well as any of thehundreds of smaller organizations
that have turned to HR Metrics.
- An External Force: senior management is expecting HR to
be more actively involved in the achievement of business goals and
contribute in visible and meaningful ways; top management wants to ‘see’
value from its HR function – without ‘seeing’ that value HR is viewed as
an expense and dollars can be saved by outsourcing HR
- An Internal Force: HR has been graced by an influx of
bright, energetic professionals who have chosen HR as a profession, have a
business orientation and want to make a visibleand meaningful impact on
their businesses; they recognize that HR manages a number of processes
that impact their organizations and they want to maximize and illustrate
the positive impact of those processes
WHO WILL BENEFIT
- HR Professionals New to the Field
- Experienced HR Professionals Looking for New
Ideas
- A Refresher
For more detail please click on this below
link:
Email: support@trainingdoyens.com
Toll Free: +1-888-300-8494
Tel: +1-720-996-1616
Fax: +1-888-909-1882
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