Uploaded byBackground Check Group
HR Metrics
HR Metrics provides human capital measurement solutions aimed at optimizing workforce productivity and organizational performance, serving as the sole education partner of SHRM USA in Pakistan. The organization emphasizes the importance of data-driven HR practices to demonstrate the financial impact of human capital investments and aid decision-making for improved organizational success. Their services include consulting, training, and analytics software to support strategic HR management and ensure measurable results.
More Related Content
HR Metrics
- 1. www.thehrmetrics.com Provides human capitalmeasurement solutions to optimize workforce productivity and organizational performance. Sole education partner of SHRM USA in Pakistan for SHRM-CP & SCP & recertification credit hours. Programs approved by HRCI USA for GPHR, SPHR, PHR, HRMP, HRBP
- 2. ABOUT US HR Metricsprovides Consulting, Training, Benchmarking and Software support to use analytics for workforce management. We provide wide range of services to promote evidence based management in HR, in order to boost your workforce productivity and organizational performance. We are pioneer in introducing evidence based Analytical frameworks for workforce management in South Asia.
- 3. Our Vision “Our visionis to optimize industrial productivity through fact based analytical frameworks in workforce management decisions”
- 4. Mission We provide customizedhuman capital management tools to leverage workforce productivity for sustainable organization and employees' growth
- 5. Core Values • Focuson HR effectiveness and visible impact on bottom line • Use cutting edge people performance optimization tools • Data driven solutions supported by local industry research
- 6. Chief Consultant Zahid MubarikSHRM-SCP, GPHR, HRMP CEO HR Metrics President SHRM Forum Pakistan Chairman Technical Committee HR Standards Pakistan Member ISO Geneva TC 260-HR Standards Ex Member Special Expertise Panel-Human Capital Measurement Metrics SHRM USA
- 8. Paradigm Shift Operationalto Strategic HR HR Paradigm Shift towards Strategic Business Partner
- 9. View Big Picture Mentalmodel of the end-to-end system. Past, present, future. Understand Business How people management IMPACTS the business goals and strategy Understand connections . Where is highest pay off. What will be the impact to change something Think Critically. Get Convergence and Alignment. Break things down to root causes. Measure, Analyze and correct “You can have facts without thinking but you should not be thinking without facts” Ways to Become Strategic
- 10. Why HR Metrics Intoday’s economy, 18-55% of operating cost in organizations goes to human capital management. In an increasingly dynamic environment led by cost-cutting and tight budget justification, the role of HR is increasingly becoming critical to the organizational success. Shareholders and CEOs measure results. They are interested to know how the investment in human capital impacts the top and the bottom line of the organization. HR leadership is expected to have rigorous, logical, and principles-based framework for showing connections between human capital investments and organizational success. Numbers are the universal language of business as they are expressed in the unit, which is easily understandable. Business leaders prefer to take decision on measurable, verifiable, objective data, rather than subjective gut feelings. HR's traditional model of using gut feeling and impulsive emotions for workforce decision making is woefully inadequate. A key responsibility of HR is to articulate the logical connections between progressive HR practices and organizational performance, and demonstrate those connections with data and ratios.
- 11. Key Reasons for Human Capital Measurement Helpin gap analysis, benchmarking and action planning to achieve Help in assessing the financial outcome of an HR investment for decision making Quantify HR contribution to the bottom line in verificable financial terms Can be used as measurable KPIs to determine the efficiency, effectiveness and outcome of HR practices Upgradation of HR Professional knowledge with achivement of Organizational Objective
- 12.
- 13.
- 14.
- 15. Cost per hire Timeto hire Numbers hired Premature Turnover Performance Index Compensation per staff Time to respond to a request Number of grievances Litigation rate Employees satisfaction Index Cost per trainee Training Hour per Staff Numbers trained Below acceptable skills Supervisor Satisfaction Index Cost of Turnover Turnover by Service Tenure Voluntary turnover rate Positions without ready backup Turnover reasons follow up HIRING SUPPORTING DEVELOPING RETAINING COST TIME VOLUME QUALITY USER SATISFACTION DIMENSIONS Financial Gain/Loss Financial Gain/Loss Financial Gain/Loss Financial Gain/Loss FINANCIAL IMPACT An Example
- 16. Activity to OutcomeMeasurement EFFICIENCY Volume Time Cost EFFECTIVENESS Quality User Satisfaction OUTCOME Financial Impact
- 17. Measurement Methodology Justification Data/MetricAnalytics Gap Analysis Benchmarking Financial Impact
- 18.
- 19. Financial Gain/Loss toBusiness Cost-Benefit Analysis • $ Time • $ Cost • $ Volume • $ Error • $ Satisfaction
- 20.
- 21. Human Capital Measurement AnalyticsSoftware www.hcmanalytics.net
- 22.
- 23. Following organizations arranged thisintervention
- 24. Engineering Ltd Chairman AbdulRazak Dawood (Former Minister of Commerce) and CHRO Dr Sitwat Husain GPHR
- 25. Leasing Ltd Orix LeasingLimited CEO Teizoon Kisat with C Suite CHRO, CFO, COO, Head Risk, Audit, Sales
- 26. Pharma Pakistan Searle PharmaPakistan CHRO Athar Iqbal with C Suite
- 27. Pakistan Poverty AlleviationFund CEO Qazi Azmat Isa with GMs and SMs
- 28. Point to Ponder Businessis always interested in outcome of HR interventions. Even if you are using HR Metrics in your organization, Please review whether you are measuring only EFFICIENCY and ACTIVITIES or EFFECTIVENSS and OUTCOME also?
- 29. Please contact forassistance www.thehrmetrics.com info@thehrmetrics.com +92-51-4939069