Effective HR Metrics and Analytics

The HR functionality can become a high-value-added part of the organisation and play a vital role in enhancing and executing corporate strategy. This is a direct result of the growing importance of human capital in organisational success.

The HR function will be more progressively powerful as a strategic partner in the organisation rather than a absolute administrative function. Such an HR function will drive change rather than respond to it.

In order to accomplish this highly desired prize, the HR function must build up its ability to measure how HR decisions affect the organisation and how the decisions taken by the organisation affect human capital. In short, the HR function needs to grow better metrics and analytics if it is to become a true strategic partner.

Once the metrics are built up, the organisation will need to develop HR policies that react to the messages. The course will also consider the type of HR policies that are being developed in response to the usual scope of messages from the metrics and analytics.

Objectives

• To analyse the utilisation of internal and external measurement systems which establish the contribution of the HR function.
• To take into consideration the messages that are revealed by such frameworks for the organisation as a whole.
• To make decisions based on evidence rather than opinion.
• To comprehend what is going on that affects the Human Capital of an organisation.
• To drive strategic change rather than react to it.

Course Outline

Day 1

Human Capital Management

• Introductions and course objectives.
• The context for HR.
• Strategic Business Planning.
• Corporate Social Responsibility.
• A closer look at HRM and Personnel Management.
• Human Capital Management.
• How to make things happen – utilisation of business action plan.
• The new vision and function of tomorrows HR departments.

Day 2

Metrics and Analytics

• What should be measured?
• The effectiveness of the HR function.
• HR headcount ratios.
• Administrative cost per employee.
• Time to fill vacancies.
• Acquisition and Retention.
• Learning and Development.
• Primary and Secondary Indicators.
• The use of narrative.
• Filling the skills gap.
• Satisfaction surveys.
• Long-Term Development.
• External Perception.
• External Frameworks.
• Human Capital Strategy.
• Internal Frameworks.

Day 3

A deep study of Numbers; Creating a Positive Working Environment

• The use of narrative.
• The Softer Side of HR.
• Avoiding a blame culture.
• The Relationship between HR and the Line.
• The New Roles in the HR Function.

Day 4

Driving Organisational Change: Connecting HR Metrics and Analytics with Action 1

• Change Management.
• Employee Relations.
• The Relationship between HR and the Line.
• The Use of Competencies.
• Employee Development.
• Discipline and grievances.
• Recruitment and Retention.
• Succession Planning.

Day 5

Driving Organisational Change: Connecting HR Metrics and Analytics with Action 2

• Employee Motivation.
• Empowerment and Accountability.
• Performance Management; The four-stage process – agreeing objectives, feedback, coaching and appraisal.
• Conclusion and Action Planning.