HR_Metrics度量.pdf

HR Metrics Moving Beyond Absenteeism Turnover Stats Overview Agenda 1. HR Metrics – An Introduction 2. What CEO’s expect from HR 3. Becoming World-Class HR: Setting up measurements 4. Metrics for HR 5. Wrap-up HR Metrics – An Introduction Case Study A CEO confides to the HR consultant that he is very frustrated with the HR Division of his company. There seems to be a steady stream of recruits being interviewed but the output and quality of work coming out of one of the company’s critical departments is declining and there is a steady change in faces in the department. HR Metrics – An Introduction Case Study The CEO is aware that HR is collecting information on absenteeism and turnover and is conducting exit interviews however nothing is reported back to him. The strategic and operational plan of the company is hinged on the success of the department in question. He is beginning to believe that HR is not supporting the strategic agenda of the company and is talking about changing the leadership in the HR Division. HR Metrics – An Introduction Why should we care about HR Metrics? • People costs can constitute half or more of a company’s expenses but 57 percent of companies don’t track the impact of HR on their business • Metrics allow fact-based decision making • Metrics can change behaviour when communicated throughout a company • Metrics clarify what is important. HR Metrics – An Introduction Why should we care about HR Metrics? • HR should care about Metrics because CEO’s and Senior Executives care about the impact of HR on performance… and they care about numbers and tangibles. • Metrics that are aligned with business objectives