IHRIM's HR Metrics for Business Partners-If You Have To Ask, You're Not
It is not uncommon to hear HR and HRIS professionals complain that senior executives either cannot or will not tell them what metrics to assess. The more critical question, though, is why are we asking? Experts in other fields don't ask; they understand their business and develop metrics appropriate for their purposes. HR and HRIS professionals need to follow this lead and take ownership of HR metrics. This is critical. Asking others what metrics we should measure may be the clearest signal of all that we are not ready to be business partners.
Course Overview
This seminar will help attendees understand the importance of taking ownership of human performance and HR related metrics in their organizations. As experts in the functional areas of human resource management, business partners who understand HR metrics can move their organizations toward increased organizational effectiveness. At a minimum, individuals that understanding HR metrics can help organizations avoid wasting time and resources developing and distributing metrics data that will have little strategic value.
Dr. Carlson will discuss (a) why an understanding of metrics is the critical to being a business partner, (b) why some commonly used metrics (i.e., head count) have little organizational value, (c) what you need to know about HR practices in organizations and their influence on outcomes in order to identify appropriate metrics, (d) what assessment approaches and metrics can be used (and some that need to be developed) to direct improvement efforts and (e) how HRIS is redefining where and how organization can use metrics.
Who Gains the Most from Attending?
Any HR or HRIS manager with responsibility for developing and communicating information about the effectiveness of human capital management systems in organizations
Anyone associated with HR or HRIS that is interested in career advancement within their organization
Course Outline
Why is an understanding of metrics critical to being a business partner?
A. A common complaint in HR and HRIS is that senior executives either cannot or will not tell us what metrics they want to assess. The more central question, though, is why are we asking? Architects don't ask senior executives what metrics they should be using to evaluate structural integrity. Computer engineers don't ask senior management what metrics they should be using to evaluate integrated circuits. They are expected to be the experts in their areas. The same should be true of HR and HRIS professionals.
B. HR and HRIS professionals need to take ownership of HR metrics. Whether they can identify appropriate metrics may be the best single indicator of whether HR and HRIS professionals truly can be business partners. If we have to ask, we admit that we are not.
Why do some commonly used metrics (i.e., head count) have little organizational value?
A. Several metrics currently used in organizations will be examined to determine their utility. A list of currently adopted metrics will be requested from the audience and each will be reviewed.
B. Specific attention will be given to measures that assess counts (i.e., head count, number of resumes, days required). The focus of this discussion will emphasize that these measures do not give us the information we need to drive efforts to improve outcomes. "What do we do with these data once we have them?"
C. Understanding the role of Benchmarking, HR Scorecards, and HR Dashboards
What do you need to know about HR practices in organizations and their influence on outcomes in order to identify appropriate metrics?
A. We need to understand how HR practices are designed to influence organizational outcomes. The effects of recruitment, selection and retention/turnover decisions on effectiveness are examined.
B. Identifying sources of value and areas of opportunity and dispelling myths
C. Emphasis needs to be placed on measuring those critical areas that need improvement. These measures should gather concurrent data on the impact of decisions on cost and benefit outcomes.
What metrics can be used (and some that need to be developed) to direct improvement efforts and what assessment approaches are possible?
A. Gather data to solve problems. If you don't know specifically how you are going to use data, don't spend the time gathering it.
B. Maintenance assessment (those areas that are currently adequate and where improvement efforts are currently unlikely to yield significant returns need less intensive assessments.
C. Matching the assessment to the level of the decision maker is critical.
D. Employee quality/performance is a critical measure needed to evaluate these activities not assessed using current metrics.
How are HRIS redefining where and how organization can use metrics?
A. The implementation of integrated HRIS systems have dramatically (a) increased access to data about the effects of HR programs and decisions and (b) decreased the costs of assessment. This changes the assessment equation.
B. Organizations can now afford to engage in more aggressive assessments (based on costs) and have the opportunity to rethink assessment models (our current approaches are based on the realities of a paper and pencil world).
C. The opportunities to conduct meaning concurrent (almost real time) assessment of the effects of decisions are greater than at any time before. |
