HR Metrics: 2020 Critical Issues
OVERVIEW
HR metrics should not be
developed in a silo or owned exclusively by human resources. To be of value, HR
metrics should measure the business factors that are important to the
organization not just HR and should be co-owned by HR and the C-suite,
other departments, and line managers.
The HR metrics that
matter are the ones that incorporate the input of stakeholders and contribute
to informed decision-making. From this perspective, HR metrics should be
predictive and action oriented. HR metrics that do not assist organizational
decision making are of little value.
The issue is not the
number of metrics. As Albert Einstein noted: “Everything that counts
can’t be measured and everything that can be measured does not count.”
Thus, the measurement of
business outcomes is a critical component of the HR audit process. Your
organization’s HR analytics and metrics should help you assess the value and
contribution of your organization’s human capital; should focus your
organization’s attention on how human capital helps it achieve its business
objectives; should help you measure and assess human capital management and
employment practices liability related risks; should help you in assessing key
compliance indicators; and should help you assess individual and organizational
performance.
WHY SHOULD YOU ATTEND
Increasingly, senior
management seeks information about how it can improve key elements of the
organization – this includes human resources. At the same time, investors,
lending institutions, and third-party administrators are constantly imposing
requirements upon organizations that ensure resources are properly used and
that results are properly reported.
Meanwhile, governmental
and regulatory agencies have put employers on notice that they must create,
maintain, and demonstrate procedures and activities that they are in compliance
with the laws.
In this environment,
organizations need metrics and measurements that are strategic, operational,
and transactional. They need HR analytics that help them identify and predict
future events. They need HR metrics that help them identify and assess the
monetary and non-monetary risks and help them manage revenue generation,
productivity, labor costs, and profitability. Additionally, organizations need
HR performance measurement, that helps them demonstrate their level of
compliance.
The failure to achieve
these goals can mean lost business opportunities, may make their desired
employment brand and their ability to attract and retain top performers more
difficult to achieve, and may result in legal employment liabilities.
This webinar discusses
the use of HR metrics and measurements in helping organizations assess these
risks and discusses the use of HR related Key Compliance Indicators (KCIs) that
can be used in demonstrating required levels of compliance.
AREAS COVERED
Since HR metrics can
assist your organization identify weaknesses and failures in its human resource
management and employment practices compliance activities, your organization’s
selection and use of specific HR metrics is not only an indicator of what
issues it considers important, but is also an indication of your organization’s
commitment to identify and ferret out ineffective or unlawful practices and
processes. Your organization may be scrutinized not only on the issues it
chooses to measure, but also the issues it chooses to ignore.
Thus, your use of HR metrics considers both quantitative and qualitative
methods and measurements, should help you assess your organization’s
performance, and should provide you with data that will allow you to evaluate
human capital outcomes.
This webinar identifies
and discusses many of the HR metrics and HR performance measurements currently
being used. It is designed to provide background material to help you analyze
key metrics, help you determine the HR metrics that matter to your
organization, and assist you use this metrics in the decision-making process.
LEARNING OBJECTIVES
- Gain an understanding of key HR
metrics
- Be able to identify and assess the
strategic and operational impact of HR metrics
- Learn the role of metrics in
measuring and communicating value
- Review the basics of using HR
metrics in assessing human capital related risks
- Learn how HR metrics improve strategic
and operational decision making
WHO WILL BENEFIT
- Human Resources
- Internal auditing
- External auditing
- Risk management
- Compliance management
- Vice-Presidents, HR
- Directors, HR
- Workforce Planning and HR
Measurement Professionals
SPEAKER
Years of Experience: 42+
years
Areas of Expertise: HR
Audits, Risk Management, Unemployment Insurance, and Employee Survey
Ronald Adler is the
president-CEO of Laurdan Associates, Inc., a veteran-owned, human resource
management consulting firm in Rockville, Md., specializing in HR audits,
employment practices risk management, benchmarking and HR metrics, strategic
HR, employee surveys, and unemployment insurance issues.
Mr. Adler has more than
42 years of HR consulting experience working with U.S. and international firms,
small businesses and non-profits, insurance companies and brokers, and employer
organizations. Mr. Adler is a consulting expert on work force, employment
practices, and unemployment insurance issues to Bloomberg BNA, HR Magazine, and
other publications and newspapers across the country. His research findings
have been used by the Federal Reserve Board, the Equal Employment Opportunity
Commission (EEOC), the National Conference of State Legislatures, the National
Association of Manufacturers, the National Federation of Independent Business,
insurers, and international organizations.
Mr. Adler is the
co-developer of the Employment-Labor Law Audit™ (ELLA®), the
nation's leading HR auditing and employment practices risk assessment tool, and
is a frequent lecturer and author on HR management and workplace issues. As an
adjunct professor at Villanova University, Mr. Adler teaches graduate courses
on HR auditing. He is also a certified instructor on employment practices and
insurance issues for The CPCU Society, has conducted continuing
professional education courses for the American Institute of Certified
Public Accountants on "Assessing Employment and Personnel
Policies," and has conducted continuing professional education courses for
SHRM, the Institute of Internal Auditors, and the Institute of Management
Consultants.
As a member of the
Society for Human Resource Management (SHRM), Mr. Adler serves as a subject
matter expert (SME) to SHRM on HR metrics and formerly served on SHRM's Human
Capital Measurement/HR Metrics Special Expertise Panel. He is a consulting
expert on workplace issues to SHRM's legislative staff, has contributed
materials for The SHRM Academy and the SHRM Learning System, and has
represented SHRM in meetings with the EEOC.
Mr. Adler is an appointee
to the State of Maryland Legislative UI Committee. Additionally, he belongs to
the Institute of Internal Auditors, chairs the Maryland Chamber of Commerce's
UI Subcommittee and is a member of the U.S. Chamber of Commerce's Labor
Relations Committee.
Mr. Adler holds a
bachelor's degree in finance from the University of Maryland and an M.B.A.
degree from Southern Illinois University
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