- The document discusses the importance of measuring HR's effectiveness and developing HR analytics. - It emphasizes defining the purpose of an HR scorecard and identifying key performance indicators relevant to the audience. - The document also stresses leveraging technology to create and maintain scorecards, as well as effectively communicating HR's impact through metrics and storytelling.

1. • Translate company news and information into language that's easily
understood…
• Find out what's relevant to your CEO and what challenges he or she
currently faces, simply by asking…
• Be willing to influence people beyond policy and rules by making the
outcome relevant to their success…
• Be the best at your craft, but be involved in the business of your company…
• Don't be afraid to get out of your lane…
• If HR professionals don’t measure their function’s effectiveness, someone
else will…
• To be effective, HR leaders must be an active part of the management
decision-making process, not simply contributors to the expense of doing
business…
• Talent is capital and must be managed as rigorously as any other asset…
• Human Capital decisions based on hard data is at the heart of fact based
HR…
• And always remember, Life is no dress rehearsal…
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 1

2. Measuring Performance
with HR Analytics
Conrad Samuels, SPHR
President & Chief Talent Strategist
Talent Analytics, Inc.
HRMATT’s 9th Biennial Conference
Hilton Trinidad & Conference Center
14th, May 2013

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4. Areas of Focus
Why measure and track HR’s effectiveness?
Define and understand the purpose of an HR
Scorecard
Identify Key Performance Indicators (KPIs) based
on your audience
Leverage technology to create, build and
maintain an HR Scorecard
Communicate effectively – Telling HR’s Story
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
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5. At the completion of this session, you will be able
to:
Confidently discuss HR performance
management strategy and its components with
business unit leaders
Apply a strategic planning framework to
developing HR analytics
Avoid the common pitfalls that plague HR
measurement efforts
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6. How many people…
…Have led HR performance measurement efforts?
…Have participated in the development of HR analytics
and metrics?
…Are looking to use information from this workshop in
your professional life?
…Wish they were limin’ by the pool, engaging in
libations!
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Identify the importance of measuring HR’s
effectiveness
• Define and understand the purpose of an HR
Dashboard/Scorecard
• Identify the Key Performance Indicators (KPIs) based on
the audience
• Leverage technology to create and build the Dashboard
• Communicate Effectively – Tell HR’s Story

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9. Work measurement and workforce
analysis is not new
Measurement of employee productivity
and effectiveness can be traced back to
the days of Scientific Management
(Taylor, 1911)
Quantitative analysis and its use in
decision making were developed during
the 1940s
Common HR metrics in existence today
were first developed during the 1970s
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10. Interest in HR performance and
measurement has increased over
the past twenty years
Evidence-based management has
produced a rapidly growing
interest in HR metrics and
workforce analytics
Integrated Human Resource
Information Systems (HRIS) have
been a driver for workforce
analytics
Shift from labor intensive
processes to electronic processes
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11. Demonstrate linkage between
business objectives and HR
initiatives
Improved organizational
awareness
Influence leadership behavior
and managerial decision
making
Improved organizational
performance
HR ROI - Quantifying HR’s
Impact on the bottom line
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12. When Scorecards Educate, Facilitate and Motivate, they help
to:
Focus the organization on, “What we have in Common,
not what we have in Conflict.”
Drive accountability into the conversations
Establish a common business language that defines
mutual success
Equip leaders with a tool to make timely, informed
decisions
Create a shared format to recognize and reward
exceptional performance HR
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
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• Identify the importance of measuring HR’s effectiveness
 Define and understand the purpose of an HR Scorecard
• Identify the Key Performance Indicators (KPIs) based on the
audience
• Leverage technology to create and build the Dashboard
• Communicate Effectively – Tell HR’s Story

14. A simple and concise tracking tool designed to
create a common business language throughout an
organization – Cost, Quality, Productivity, Customer
Satisfaction, and People/Safety.
ARE WE WINNING OR LOSING?
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
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15. HR Scorecard….
An enriched reporting tool which provides a customized and
repeatable presentation of HR performance
A visual display of key HR Metrics and Analytics
Current snapshot of HR organizational performance
Scorecards also contain business unit analyses
Permits managers to drill down to examine metrics
Helps business leaders to make informed decisions
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16. Mastering human-capital metrics is a
complex undertaking. Linking people
measures to KPIs in a reliable way can
require massive amounts of data, and
most efforts are technology-heavy.
They require a good bit of trial and
error, and a heavy dose of patience.
And more often than not, a human-
capital metrics initiative requires a
good partnership between HR and
finance.
Source:
http://www.cfo.com/article.cfm/54910
43?f=related
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
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Identify Organization's Challenges & Opportunities
Identify Appropriate Metrics
Present Metrics in Context
Interpret and Relate data to Manager's Decision(s)/Situation(s)
Facilitate Business Decisions
Calculate and Communicate Return on Investment

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Metric
Categories
Time
Cost
Quality
Customer
Satisfaction
Volume
Return on
Investment
Workforce
Performance
Management

19. • Identify the importance of measuring HR’s
effectiveness
• Define and understand the purpose of an HR
Dashboard/Scorecard
 Identify the Key Performance Indicators (KPIs)
based on the audience
• Leverage technology to create and build the
Dashboard
• Communicate Effectively – Tell HR’s Story
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
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ROI/Impact Cost Effectiveness Volume
Revenue per Employee Benefit Cost as a Percentage of
Revenue
Time to Fill Jobs HR Headcount Ratio (HR
Employees: Company
Employees)
Expense per Employee Benefit Cost as a Percentage of
Expense
Time to Start Jobs Absence Rate
Compensation as a
Percentage of Revenue
Benefit Cost as a Percentage of
Compensation
Ratio of Offers
Made to
Acceptances
Involuntary Separation
Compensation as a
Percentage of Expense
Retiree Benefit Cost per Retiree Voluntary Separation
HR Dept. Expense per
Company Employee
Retiree Benefit Cost as a
Percentage of Expense
Voluntary Separation by
Length of Service
Supervisory Compensation
Percentage
HR Dept. Expense as a Percentage
of Company Expense
Workers’ Compensation Cost as a
Percentage of Expense
Workers’ Compensation Cost per
Employee
Workers’ Compensation Cost per
Claim

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26. • Identify the importance of measuring HR’s
effectiveness
• Define and understand the purpose of an HR
Scorecard
• Identify the Key Performance Indicators (KPIs)
based on the audience
 Leverage technology to create and build a
Scorecard
• Communicate Effectively – Tell HR’s Story
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
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HR Dashboard
2,815,500$
235,675$
65,305$
453,000$
3,569,480$
45
62,567$
239
5.3
Name Corine M. Henderson
Hire Date Overtime
Location Commission
Term. Date Total Comp.
Empl. Type Department
Year PTO Days
Base Salary Sick Days
Bonus Perform. Score
Employee Information Employee total compensation
Employee count, R&D Employee count, Los Angeles
Total Compensations
Employees by department, 2004
Average Sick Days per Emp.
Total Sick Days
Average Salary
Total Employees
Employee count by base salary brackets, 2004
Total employees
Employees by location, 2004
Compensation distribution by department, 2004
Compensation distribution by location, 2004
Summary for year 2004
Total Commissions
Total Overtimes
Total Bonuses
Total Salaries
0
20
40
60
80
100
2000 2001 2002 2003 2004 2005 2006 2007 2008
Accounting
Administration
Customer Support
Finance
Human Resources
IT
Marketing
R&D
Sales
Boston
Miami
Los Angeles
Chicago
New York
$0 $100,000$200,000$300,000$400,000$500,000$600,000$700,000$800,000$900,000
Accounting
Administration
Customer Support
Finance
Human Resources
IT
Marketing
R&D
Sales
Salary Bonus Overtime Commission
$0 $200,000$400,000$600,000$800,000$1,000,000$1,200,000$1,400,000$1,600,000$1,800,000
Boston
Miami
Los Angeles
Chicago
New York
Commission Overtime Bonus Salary
0 2 4 6 8 10 12
<$30,000
$30,000-$40,000
$40,000-$50,000
$50,000-$60,000
$60,000-$70,000
$70,000-$80,000
$80,000-$90,000
$90,000-$100,000
>$100,000
$-
$50,000
$100,000
200020012002200320042005200620072008
0
5
10
15
2000 2001 2002 2003 2004 2005 2006 2007 2008
0
2
4
6
8
10
12
2000 2001 2002 2003 2004 2005 2006 2007 2008

29. • Identify the importance of measuring HR’s
effectiveness
• Define and understand the purpose of an HR
Dashboard/Scorecard
• Identify the Key Performance Indicators (KPIs)
based on the audience
• Leverage technology to create and build the
Dashboard
 Communicate Effectively – Tell HR’s Story
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
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Measuring HR Performance
HR Initiatives
HR Strategic Priorities
HR Mission & Vision
Strategic Priorities & Business Objectives
Organization‘s Mission & Vision

31. Reporting – who, what, when and how
Benchmarking – comparative analysis to gain
insight
Data Mining – patterns and correlations
Predictive analysis – predict outcomes based on
leading indicators
Quantify – how much was earned or saved
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
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32. Data points become useful when the decision maker can attach
some meaning to them
Reporting trend information for metrics provides context
Comparative analysis and benchmarking adds context to
measurement data
Industry specific comparison among peers
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
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33. Interactive Exercise
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34. A. 2007
B. 2009
C. 2010
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
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2007
2009
2010
33% 33%33%

35. A. Yes
B. No
C. Not Sure
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
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Yes
No
NotSure
0% 0%0%

36. A. Yes
B. No
C. Not Sure
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
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Yes
No
NotSure
0% 0%0%

37. A. ROI/Impact Metrics
B. Effectiveness Metrics
C. Customer Satisfaction
Metrics
D. Volume Metrics
E. Cost Metrics
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
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ROI/Im
pactM
etrics
EffectivenessM
etrics
Custom
erSatisfaction
M
e...
Volum
eM
etricsCostM
etrics
0% 0% 0%0%0%

38. A. ROI/Impact Metrics
B. Effectiveness Metrics
C. Customer Satisfaction
Metrics
D. Volume Metrics
E. Cost Metrics
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
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ROI/Im
pactM
etrics
EffectivenessM
etrics
Custom
erSatisfaction
M
e...
Volum
eM
etricsCostM
etrics
0% 0% 0%0%0%

39. A. ROI/Impact Metrics
B. Effectiveness Metrics
C. Customer Satisfaction
Metrics
D. Volume Metrics
E. Cost Metrics
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
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ROI/Im
pactM
etrics
EffectivenessM
etrics
Custom
erSatisfaction
M
e...
Volum
eM
etricsCostM
etrics
0% 0% 0%0%0%

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If you’re not
measuring, start
tomorrow!!
Identify
organizational
pinch points…
Maintain solid
partnerships with
your Finance and
IT departments.
Measuring is a
journey-not a
destination….

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Conrad Samuels, SPHR
President & Chief Talent Strategist
E: conrad.samuels@talentanalyticsinc.com
T: 240-460-5407
http://www.talentanalyticsinc.com

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