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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 training will 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 in the Session

  • 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

Who Will Benefit

  • HR Professionals New to the Field
  • Experienced HR Professionals Looking for New Ideas
  • A Refresher

Speaker Profile

Pete Tosh is Founder of The Focus Group, a management consulting and training firm that assists organizations in sustaining profitable growth through four core disciplines

Implementing Strategic HR Initiatives: Executive Search, Conducting HR Department Audits, Enhancing Recruiting, Interviewing & Selection Processes, Installing Performance Management Programs, Conducting Training Needs Assessments, Installing HR Metrics, etc. Maximizing Leadership Effectiveness: Facilitating Team Building Initiatives, Designing and Facilitating 360 Performance Assessments, Executive Coaching, Measuring and Enhancing Employee Engagement and Performance, etc.

Strategic Planning: Facilitating Strategic Planning Events, Establishing Succession Plans, Installing Business Performance Metrics, etc. Enhancing Customer Loyalty: Conducting Customer Satisfaction Surveys, Facilitating Customer Advisory Councils, Developing Standards of Performance and Scripts for Key Customer Touch Points, etc. The Focus Group has provided these consulting and training services to manufacturing and service organizations across the U.S., Canada, Europe and the Middle East. Pete has worked closely with the leadership teams of organizations such as Exxon, Brinks, EMC, State Farm, Marriott, N.C.I. YKK and Freddie Mac to

Align corporate organizational structures with their strategic initiatives - while insuring value creation for their customer bases Ascertain customers’ primary needs and perceptions of organizations’ performance relative to that of their competitors Develop and implement customer loyalty enhancement processes - based on specific customer feedback - that delivered sustainable advantages in the marketplace

Implement performance management programs, executive coaching, compensation systems and other HR processes to strategically direct and reward desired employee behavior Prior to founding his own firm 25 years ago, Pete had 15 years of experience -at the plant, divisional and corporate levels - in Human Resource and Quality functions. Pete held leadership positions - to include the V.P. of Human Resources and Quality - with Allied Signal, Imperial Chemical Industries, Reynolds Metals, Charter Medical and Access Integrated Networks.

Pete also frequently develops and facilitates a variety of leadership development programs including: Strategic Planning, Moving from an Operational Manager to a Strategic Leader, Strategic HR Management, The Fundamentals of Human Resource Management, Recruiting, Interviewing & Selection, Employment Law and Utilizing HR Metrics. Employees from over 3,000 organizations have benefited from Pete’s experience and perspective. Pete is co-author of Leading Your Organization to the Next Level: the Core Disciplines of Sustained Profitable Growth.

Pete holds a B.A. degree in Psychology from Emory and Henry College and Masters degrees in both Business Administration and Industrial Psychology from Virginia Commonwealth University