Training Doyens

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...

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 right or best metrics are HR metrics 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 an 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 orga...

OVERVIEW 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. Join our upcoming webinar to be presented by Pete Tosh to gain an understanding about frequently used HR Metrics and a methodology for implementing them in your HR function. Webinar Highlights ·          The b enefits of HR Metrics to HR departments and organizations ·          Reasons for utilizing HR Metrics ·          What HR Metrics produce 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 m...

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 b...