2020 - HR Metrics & Analytics 2020: Update on Strategic Planning, Application Activities and Operational Impact

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 and strategic planning. 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 the HR auditing 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 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.
WHY SHOULD YOU ATTEND
Increasingly, senior management seeks information about how it can improve key elements of the organization – this includes human resources. At the same time, investors, lending institutions, and third-party administrators are constantly imposing requirements upon organizations that ensure resources are properly used and that results are properly reported.
Meanwhile, 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.
In this environment, organizations need metrics and measurements that are strategic, operational, and transactional. They need HR analytics that help them identify and predict future events. They need HR metrics that help them identify and assess the monetary and non-monetary risks, help them in strategic planning, and help them manage revenue generation, productivity, labor costs, and profitability. Additionally, organizations need HR measurements that help them demonstrate their level of compliance.
The failure to achieve these goals can mean lost business opportunities, may make their desired employment brand and their ability to attract and retain top performers more difficult to achieve, and may result in legal employment liabilities.
This webinar discusses the use of HR metrics and measurements in organizational risk management and discusses the use of HR related Key Compliance Indicators (KCIs) that can be used in demonstrating required levels of compliance.
AREAS COVERED
Since HR metrics can assist your organization 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. Your organization may be scrutinized not only on the issues it chooses to measure, but also the issues it chooses to ignore.
Thus, your use of HR metrics considers both quantitative and qualitative methods and measurements, should help you assess your organizational performance, should help you with organizational risk management, and should provide you with data that will allow you to evaluate human capital outcomes.
This webinar identifies and discusses many of the HR metrics and measurements currently being used. It is designed to provide background material to help you analyze key metrics, help you determine the “right” metrics for your organization, and assist you use this these metrics in the decision making process.
LEARNING OBJECTIVES
• Gain an understanding of key HR metrics
• Be able to identify and assess the strategic and operational impact of HR metrics
• Learn the role of metrics in measuring organizational performance and communicating value
• Review the basics of using HR metrics in assessing human capital related risks
• Learn how HR metrics improve strategic planning and operational decision making
WHO WILL BENEFIT
• HR professionals
• Internal and external auditors
• CFOs
• Risk managers
• Compliance managers
• Line managers
• Employment managers
• Supervisors
• Training staff
• Vice-Presidents
• Directors
• Workforce Planning and HR Measurement Professionals
SPEAKER
Ronald Adler is the president-CEO of Laurdan Associates, Inc., a veteran-owned, human resource management consulting firm in Rockville, Md., specializing in HR audits, employment practices risk management, benchmarking and HR metrics, strategic HR, employee surveys, and unemployment insurance issues.
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