Effective HR metrics are not developed in a vacuum.
The "right or best" metrics require a detailed understanding of your organization: how it generates revenue, its business strategies and objectives, its business imperatives, the risks it faces, the opportunities to be seized, and what it already measures.
Thus, 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."
As noted, the measurement of business outcomes is a critical component of the HR auditing process. Thus your organization's HR 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, and should help you assess individual and organizational performance.
Since HR metrics can assist your organization to 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. Thus, your organization may be scrutinized not only on the issues it chooses to measure but also on the issues it chooses to ignore.
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.
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 - and these laws are numerous. At the same time, investors, lending institutions, and third-party administrators are constantly imposing requirements upon employers that ensure resources are properly used and that results are properly reported. In this environment, organizations must be able to demonstrate compliance through objective measures. The failure to demonstrate compliance with these requirements can impose significant liabilities.
Thus, employers need metrics and measurements that are strategic, operational, and transactional. They need metrics that help them identify monetary and non-monetary risks and help them manage revenue generation, productivity, labor costs, and profitability.
Further, they need metrics that help identify non-compliance. These metrics measure the employment brand and its organization’s ability to attract and retain top performers. They also measure legal and statutory non-compliance, which may result in fines, penalties, debarments, and lost business opportunities.
This webinar discusses the transition of HR metrics to business analytics in helping organizations assess these risks and discusses the use of HR-related Key Compliance Indicators (KPIs) that can be used as an element of a continuous audit process that provides assurance of compliance.
This webinar discusses the use of HR metrics as a core competency, reviews the role HR metrics play in helping the organization make critical business decisions, describes the calculation of employment practices liability risk exposure, and provides a listing of some of the more widely used HR metrics.
The training objectives:
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 - and these laws are numerous. At the same time, investors, lending institutions, and third-party administrators are constantly imposing requirements upon employers that ensure resources are properly used and that results are properly reported. In this environment, organizations must be able to demonstrate compliance through objective measures. The failure to demonstrate compliance with these requirements can impose significant liabilities.
Thus, employers need metrics and measurements that are strategic, operational, and transactional. They need metrics that help them identify monetary and non-monetary risks and help them manage revenue generation, productivity, labor costs, and profitability.
Further, they need metrics that help identify non-compliance. These metrics measure the employment brand and its organization’s ability to attract and retain top performers. They also measure legal and statutory non-compliance, which may result in fines, penalties, debarments, and lost business opportunities.
This webinar discusses the transition of HR metrics to business analytics in helping organizations assess these risks and discusses the use of HR-related Key Compliance Indicators (KPIs) that can be used as an element of a continuous audit process that provides assurance of compliance.
This webinar discusses the use of HR metrics as a core competency, reviews the role HR metrics play in helping the organization make critical business decisions, describes the calculation of employment practices liability risk exposure, and provides a listing of some of the more widely used HR metrics.
The training objectives:
Ronald L. Adler
Ronald L. Adler, president of Laurdan Associates Inc. has 42 years of HR consulting experience and has served as a consulting expert on work force, workplace, and HR management issues for The Wall Street Journal, HRMagazine, and other publications and newspapers across the country. Mr. Adler's research findings have been used by the Federal Reserve Board, the EEOC, the National Conference of State Legislatures, the National Federation of Independent Business (NFIB), insurers, and international organizations.Mr. Adler is a frequent lecturer and author on HR management, employment practices, and UI issues. Mr. Adler is the author and editor of the Employment-Labor …
Updated Metro 2®, e-OSCAR and the New Tougher FCRA/CFPB Com…
Conquer Toxic People - Learn To Protect Yourself And Get Yo…
Introduction to Generative AI for Accountants
Dealing With Difficult People In Life & Work
Surviving and Thriving Organizational Change and Loss: The …
Impact Assessment and Risk Management for Change Control
How to Write Effective Audit Observations: The Principles f…
Excel Deep Dive: Advanced Tips & Techniques – A 3-hour Work…
FDA Regulation of Artificial Intelligence/ Machine Learning
Coming Soon - New Minimum Salary Levels for Exempt Employee…
Marijuana: Compliance and Safety in the Workplace
Stressed Out: How to Handle Conflict, Difficult People and …
2025 Top Employment Regulations That Will Impact Employers!
How to Handle Workplace Conversations Around Politics and R…
Data Integrity: Compliance with 21 CFR Part 11, SaaS-Cloud,…
How to Give Corrective Feedback: The CARE Model - Eliminati…
Improving Employee Engagement & Retention Through Stay Inte…
SOPs - How to Write Them to Satisfy those Inspectors
Why EBITDA Doesn't Spell Cash Flow and What Does
Marketing to Medicare or Medicaid Beneficiaries - What You …
With Mandatory Paid Leave Gaining Ground Is It Time To Do A…
Human Error Reduction Techniques for Floor Supervisors
Documenting Misconduct that Will Stand Up in Court
Tattoos, hijabs, piercings, and pink hair: The challenges …
Trial Master File (TMF)/eTMF, & FDAs Draft Guidance for Ele…
Project Management for Non-Project Managers - How to commun…
OSHA Requirements for Supervisors, Project Leaders & HR - W…
Unlock Employee Loyalty: Stay Interviews Will Keep Them Eng…
Sunshine Act Reporting - Clarification for Clinical Research
FFIEC BSA/AML Examination Manual: What Compliance Officers …
Female to Female Hostility @Workplace: All you Need to Know
Humane Layoffs: How to Let People Go with Compassion and De…
Onboarding is NOT Orientation - How to Improve the New Empl…
Managing Toxic & Other Employees Who Have Attitude Issues
Building GMP Excellence: A Guide to Implementing Compliant …
Excel Power Skills: Master Functions, Formulas, and Macros …