This document discusses the importance of HR metrics and how they can help HR demonstrate value to the organization. It explains that HR metrics should be tied to organizational strategy and measure factors that are important to company leaders like revenue, profit growth, and productivity. The document provides examples of how HR metrics could be defined to support an organizational strategy focused on cost cutting, customer satisfaction, and developing new technology. It emphasizes that HR metrics need to be easy to understand, directly related to business issues, and able to identify trends and problems to help HR bring value to the organization.
In today's fast changing and challenging world of HR. Organizations are focusing on HR Metrics & Analytic's than ever before. It has evolved from centuries and its importance is growing day by day. It has a very crucial role to play for the success of an Individual & an Organization. If we practice this powerful tool it will change the things in and around and can show what it can do....
I thank you for your time and reading my presentation. Your valuable feedback and suggestions are appreciated.
HR Metrics Consulting provides non-traditional HR solutions to optimize employees as well as organizational performance. It is pioneer in introducing evidence based management frameworks for workforce management in Pakistan and its indigenously developed programs have been approved by Human Resource Certification Institute USA www.hrci.org for continuous professional development and recertification of HR professionals worldwide. This is an unprecedented honor for an HR consulting firm in the history of Pakistan.
The document discusses HR metrics that are important for companies to track. It begins with an agenda covering the five W's and one H of metrics, mini case studies, industry analysts' outlook, and the top 10 metrics that matter. The presenter then discusses interviewing executives to understand the metrics they watch and how HR can help provide useful data. Examples are given for collecting relevant HR data and metrics from across the organization and correlating it to business goals. The importance of creating dashboards to monitor metrics is also covered. Mini case studies from other companies share the top metrics their executives find most useful and how they track HR's impact on the business.
The document discusses HR metrics and how to measure, analyze, and report on metrics as an HR information analyst. It outlines why metrics are important for understanding, controlling, and improving HR processes. Some key metrics that can be measured include voluntary turnover rates, time to hire, and training cost factors. The document provides formulas and examples for calculating these metrics and extracting relevant data from sources like HRIS systems, surveys, and industry benchmarks. It emphasizes assessing data quality, selecting meaningful metrics, and using tools like Excel, Access and PowerPoint to analyze, visualize and communicate metrics and insights to stakeholders.
This document provides an overview of a webinar on developing effective HR key performance indicators (KPIs) and metrics. The webinar will discuss how to:
1. Develop organization-centric HR KPIs and measures
2. Partner with organizational leaders to pursue superior performance
3. Track, manage, and use organizational performance data to support decisions
4. Adjust KPIs and measurements as organizational factors change
5. Work strategically with leadership for long-term HR alignment
It emphasizes the importance of aligning HR strategies and metrics with business strategies and initiatives. The webinar will also explore how to interpret metric data in real-time to enable timely performance adjustments.
The document discusses future directions and metrics for the human resources (HR) function. It outlines three levels of metrics - efficiency, effectiveness, and impact - and provides examples of metrics for various HR areas like staffing, compensation, and training. It emphasizes measuring how HR drives business performance and aligns with strategic goals. HR must shift from an administrative to strategic partner role by understanding the business strategy and developing people strategies that execute the business model.
Most HR Measurement Initiatives Aspire to Align HR and Corporate Strategy and to
Enable Managers to Make Better Workforce-Related Decisions.
But most organizations are capturing thousands of pieces of data about their workforce, and it can be hard to focus on what really matters. Here is the focus 5 metircs of HR measurement that will help you to make better decision of worforce-related matter.
In today's fast changing and challenging world of HR. Organizations are focusing on HR Metrics & Analytic's than ever before. It has evolved from centuries and its importance is growing day by day. It has a very crucial role to play for the success of an Individual & an Organization. If we practice this powerful tool it will change the things in and around and can show what it can do....
I thank you for your time and reading my presentation. Your valuable feedback and suggestions are appreciated.
HR Metrics Consulting provides non-traditional HR solutions to optimize employees as well as organizational performance. It is pioneer in introducing evidence based management frameworks for workforce management in Pakistan and its indigenously developed programs have been approved by Human Resource Certification Institute USA www.hrci.org for continuous professional development and recertification of HR professionals worldwide. This is an unprecedented honor for an HR consulting firm in the history of Pakistan.
The document discusses HR metrics that are important for companies to track. It begins with an agenda covering the five W's and one H of metrics, mini case studies, industry analysts' outlook, and the top 10 metrics that matter. The presenter then discusses interviewing executives to understand the metrics they watch and how HR can help provide useful data. Examples are given for collecting relevant HR data and metrics from across the organization and correlating it to business goals. The importance of creating dashboards to monitor metrics is also covered. Mini case studies from other companies share the top metrics their executives find most useful and how they track HR's impact on the business.
The document discusses HR metrics and how to measure, analyze, and report on metrics as an HR information analyst. It outlines why metrics are important for understanding, controlling, and improving HR processes. Some key metrics that can be measured include voluntary turnover rates, time to hire, and training cost factors. The document provides formulas and examples for calculating these metrics and extracting relevant data from sources like HRIS systems, surveys, and industry benchmarks. It emphasizes assessing data quality, selecting meaningful metrics, and using tools like Excel, Access and PowerPoint to analyze, visualize and communicate metrics and insights to stakeholders.
This document provides an overview of a webinar on developing effective HR key performance indicators (KPIs) and metrics. The webinar will discuss how to:
1. Develop organization-centric HR KPIs and measures
2. Partner with organizational leaders to pursue superior performance
3. Track, manage, and use organizational performance data to support decisions
4. Adjust KPIs and measurements as organizational factors change
5. Work strategically with leadership for long-term HR alignment
It emphasizes the importance of aligning HR strategies and metrics with business strategies and initiatives. The webinar will also explore how to interpret metric data in real-time to enable timely performance adjustments.
The document discusses future directions and metrics for the human resources (HR) function. It outlines three levels of metrics - efficiency, effectiveness, and impact - and provides examples of metrics for various HR areas like staffing, compensation, and training. It emphasizes measuring how HR drives business performance and aligns with strategic goals. HR must shift from an administrative to strategic partner role by understanding the business strategy and developing people strategies that execute the business model.
Most HR Measurement Initiatives Aspire to Align HR and Corporate Strategy and to
Enable Managers to Make Better Workforce-Related Decisions.
But most organizations are capturing thousands of pieces of data about their workforce, and it can be hard to focus on what really matters. Here is the focus 5 metircs of HR measurement that will help you to make better decision of worforce-related matter.
The document summarizes an HR metrics workgroup meeting. The agenda included introductions, discussing what metrics to measure and why, typical categories of HR metrics, a metrics cloud, resources for consulting and software, and feedback. Attendees shared their name, title, organization, and years in HR. Common categories of HR metrics discussed were employee productivity, attendance, engagement, communications, turnover, recruiting efficiency, and rewards systems. A break was provided before reviewing various consulting and software resources for HR metrics.
This document provides an overview of HR metrics and how to demonstrate value through metrics. It discusses the importance of using metrics to show how HR initiatives link to organizational performance. The document outlines challenges in connecting HR performance to organizational outcomes, collecting and analyzing relevant data, calculating HR costs, and gaining support within the organizational culture. The overall purpose is to learn how to communicate HR's contributions using the language of business metrics.
Measuring Hr Strategic Alignment Through The Hr ScorecardR M
This document discusses measuring human resource (HR) strategic alignment through an HR scorecard. It argues that traditional HR focuses too much on individual employees rather than organizational performance. An aligned HR system supports the company's strategy through competencies, behaviors, and HR architecture. The HR scorecard measures HR's influence on value creation by linking HR metrics like competencies and behaviors to organizational KPIs. This demonstrates HR's strategic role in implementing the company's vision.
The document discusses aligning HR metrics and objectives with organizational strategy. It emphasizes understanding the organization's mission, values, competitive advantages, and strategic objectives in order to develop HR goals that support business priorities. HR should identify competencies that drive performance and measure outcomes related to efficiency, effectiveness, quality of workforce, and ultimately financial and market results. The document provides examples of how HR objectives can directly support organizational objectives.
HR Metrics & Analytics for Strategic Decisions Making Summit 2016 Erika Aligno
This document provides information about the HR Metrics & Analytics for Strategic Decision Making 2016 conference to be held on February 9-10, 2016 in Melbourne, Australia. The conference will include 24 sessions over 2 days covering topics such as defining and tracking metrics to align with organizational goals, and using analytics to generate insights. There will be workshops, panel discussions, and keynote presentations from speakers in Australia and internationally. The conference is aimed at heads of HR, directors, and other professionals working in workforce analytics, planning, and people metrics.
Our major goal is to help you achieve your academic goals. We are commited to helping you get top grades in your academic papers.We desire to help you come up with great essays that meet your lecturer's expectations.Contact us now at http://www.premiumessays.net/
The document discusses metrics for measuring human resource management. It identifies key metrics such as revenue per employee, human capital value added, and training costs. These metrics can measure factors like compensation, turnover, and training. Specific metrics are identified for measuring employee attitudes, turnover, recruiting, retention, and training. HR metrics can be used to understand the impact of decisions, benchmark performance, and guide strategy.
The document discusses the importance of HR metrics for measuring workforce performance and linking it to business strategy execution and results. It introduces the balanced scorecard model for identifying the behaviors, competencies, mindsets, and culture required for workforce success and measuring their impact on business outcomes. Specific metrics are proposed for measuring HR competencies, systems, leadership behaviors, and overall workforce success in executing business strategy and creating value. The balanced scorecard, workforce scorecard, and HR scorecard are presented as frameworks for operationalizing strategies and providing feedback across business processes and outcomes.
New HR Metrics Scoring on the new business scorecardneha singh
This document discusses linking HR metrics to business outcomes through an HR scorecard. It outlines assessing HR's competencies, practices, and systems and how they contribute to workforce success and ultimately organizational success. HR competencies include administrative expertise, employee advocacy, strategy execution, and change management. Practices like communication, work design, selection and development are also assessed. The HR systems are evaluated based on alignment with strategy, integration across practices, and differentiation of the workforce. Workforce mindset, technical skills, and behaviors are delivered through the HR function and feed into business metrics like customer success, process success, and financial success.
Introduction to hr metrics and workforce AnalyticsAli Zeeshan
This webinar discusses introducing HR metrics and workforce analytics. It begins with an overview of the presenter's background and qualifications. It then discusses the differences between HR analytics, which focuses on improving HR, and workforce analytics, which focuses on improving business performance. The webinar stresses gathering data and understanding the business context to link human capital measures to business strategies and goals. It provides examples of metrics and how to analyze them at different levels to improve efficiency, effectiveness and business impact. The webinar concludes with emphasizing understanding the business, aligning HR activities with priorities, evaluating results, and communicating value.
This document discusses the importance of HR metrics and provides guidance on developing an effective HR metrics program. It outlines that the goal of HR metrics is to align talent strategies with business objectives. It recommends identifying metrics that are important to the C-Suite like EBITA, profitability, customer retention, and new market growth. It also provides a sample process for gathering relevant metrics from across the organization, correlating HR data with business drivers, and developing dashboards to monitor metrics over time. The overall aim is to use metrics to make HR a key partner in business decision making.
The document discusses using human capital metrics to assess workforce and HR strategies. It summarizes some key findings from a 2005 Conference Board study which found that while most firms track basic people measures like turnover and compensation, few have HR staff that understand strategic business metrics or can link people metrics to strategic targets. It then outlines an approach to developing scorecards to measure external differentiation, internal business performance, workforce performance, and HR performance in a way that aligns these metrics with business, workforce, and HR strategies.
This document provides a compendium of various HR metrics organized into categories including staffing, recruitment, movement, retention, employee engagement, cost of turnover, workforce capability, compensation and benefits, environment, HR service delivery, and organizational effectiveness. It lists specific metrics such as hiring activity, rehires, promotions, demotions, voluntary and involuntary terminations, turnover cost, education and training, wages and salaries, compensation, benefits, absence and attendance, and HR expense.
In this ppt, you will understand what is HR Metrics and how it is used in all HR Functions. How the metrics are calculated with formulas is mentioned in the ppt with the simplest explanation.
This document discusses how a balanced scorecard can be used by an HR manager to translate an organization's strategy into quantifiable metrics for human resources. It describes the four perspectives of a balanced scorecard - financial, customer, internal business processes, and learning and growth. An example is provided of how objectives, actions, and measures could be defined for a goal of reducing turnover costs using these four perspectives.
The document outlines an upcoming training programme on human resources management (HRM) metrics and analytics, including introducing fundamental concepts, building a business case, identifying best practices, and applying a 5-step HRM analytics process. It discusses exploring where HRM can strategically impact an organization, selecting appropriate metrics, and extracting insights from obtained data. The training will help participants evaluate their organization's use of HRM metrics and identify opportunities to strengthen analytics capabilities.
The document discusses key performance indicators (KPIs) for measuring human resources (HR) metrics. It begins by explaining the importance of HR metrics for decision making and business strategy. It then covers topics like what metrics to measure, how to measure, analyze, and report data. Specific metrics discussed include voluntary separation rate, time to hire, training cost factor, and turnover rate. The document provides examples of calculations and presents an HR manager KPI template with key result areas, metrics, targets, scoring, and a final performance score.
HR Analytics Design, Implementation and Measurement of HR StrategyDr. Nilesh Thakre
The document discusses HR analytics and the design, implementation, and measurement of HR strategy. It defines HR analytics as applying data mining and business analytics techniques to human resources data to provide insights for effectively managing employees. It also discusses defining a company vision, establishing the HR department's role, developing a company overview, investigating company needs, evaluating HR processes, implementing the plan, and measuring success as key parts of designing, implementing, and measuring an HR strategy. The goal of the strategy is to help achieve business goals and get an optimal return on investment from human capital.
Discover what business metrics matter for learning professionals and which ones don't impact the bottom line.
Learn more about PNL, Business Metrics for Learning Professionals and other topics: http://www.lynda.com/Business-training-tutorials/29-0.html
The document discusses a workshop on using balanced scorecards and metrics for human resources. It provides objectives of understanding the balanced scorecard approach for HR metrics. The workshop will include an introductory lecture and time for individual work, research, collaboration and presentation development. Key aspects of balanced scorecards are defined, including looking at multiple dimensions beyond just financials. The four legs of balanced scorecards - customer, financial, business process and employee - are outlined. Steps for implementing balanced scorecards including establishing a strategy map, designing scorecard legs, developing dashboards and continuous improvement are presented. Considerations for HR metrics and mapping strategies are discussed.
The document summarizes an HR metrics workgroup meeting. The agenda included introductions, discussing what metrics to measure and why, typical categories of HR metrics, a metrics cloud, resources for consulting and software, and feedback. Attendees shared their name, title, organization, and years in HR. Common categories of HR metrics discussed were employee productivity, attendance, engagement, communications, turnover, recruiting efficiency, and rewards systems. A break was provided before reviewing various consulting and software resources for HR metrics.
This document provides an overview of HR metrics and how to demonstrate value through metrics. It discusses the importance of using metrics to show how HR initiatives link to organizational performance. The document outlines challenges in connecting HR performance to organizational outcomes, collecting and analyzing relevant data, calculating HR costs, and gaining support within the organizational culture. The overall purpose is to learn how to communicate HR's contributions using the language of business metrics.
Measuring Hr Strategic Alignment Through The Hr ScorecardR M
This document discusses measuring human resource (HR) strategic alignment through an HR scorecard. It argues that traditional HR focuses too much on individual employees rather than organizational performance. An aligned HR system supports the company's strategy through competencies, behaviors, and HR architecture. The HR scorecard measures HR's influence on value creation by linking HR metrics like competencies and behaviors to organizational KPIs. This demonstrates HR's strategic role in implementing the company's vision.
The document discusses aligning HR metrics and objectives with organizational strategy. It emphasizes understanding the organization's mission, values, competitive advantages, and strategic objectives in order to develop HR goals that support business priorities. HR should identify competencies that drive performance and measure outcomes related to efficiency, effectiveness, quality of workforce, and ultimately financial and market results. The document provides examples of how HR objectives can directly support organizational objectives.
HR Metrics & Analytics for Strategic Decisions Making Summit 2016 Erika Aligno
This document provides information about the HR Metrics & Analytics for Strategic Decision Making 2016 conference to be held on February 9-10, 2016 in Melbourne, Australia. The conference will include 24 sessions over 2 days covering topics such as defining and tracking metrics to align with organizational goals, and using analytics to generate insights. There will be workshops, panel discussions, and keynote presentations from speakers in Australia and internationally. The conference is aimed at heads of HR, directors, and other professionals working in workforce analytics, planning, and people metrics.
Our major goal is to help you achieve your academic goals. We are commited to helping you get top grades in your academic papers.We desire to help you come up with great essays that meet your lecturer's expectations.Contact us now at http://www.premiumessays.net/
The document discusses metrics for measuring human resource management. It identifies key metrics such as revenue per employee, human capital value added, and training costs. These metrics can measure factors like compensation, turnover, and training. Specific metrics are identified for measuring employee attitudes, turnover, recruiting, retention, and training. HR metrics can be used to understand the impact of decisions, benchmark performance, and guide strategy.
The document discusses the importance of HR metrics for measuring workforce performance and linking it to business strategy execution and results. It introduces the balanced scorecard model for identifying the behaviors, competencies, mindsets, and culture required for workforce success and measuring their impact on business outcomes. Specific metrics are proposed for measuring HR competencies, systems, leadership behaviors, and overall workforce success in executing business strategy and creating value. The balanced scorecard, workforce scorecard, and HR scorecard are presented as frameworks for operationalizing strategies and providing feedback across business processes and outcomes.
New HR Metrics Scoring on the new business scorecardneha singh
This document discusses linking HR metrics to business outcomes through an HR scorecard. It outlines assessing HR's competencies, practices, and systems and how they contribute to workforce success and ultimately organizational success. HR competencies include administrative expertise, employee advocacy, strategy execution, and change management. Practices like communication, work design, selection and development are also assessed. The HR systems are evaluated based on alignment with strategy, integration across practices, and differentiation of the workforce. Workforce mindset, technical skills, and behaviors are delivered through the HR function and feed into business metrics like customer success, process success, and financial success.
Introduction to hr metrics and workforce AnalyticsAli Zeeshan
This webinar discusses introducing HR metrics and workforce analytics. It begins with an overview of the presenter's background and qualifications. It then discusses the differences between HR analytics, which focuses on improving HR, and workforce analytics, which focuses on improving business performance. The webinar stresses gathering data and understanding the business context to link human capital measures to business strategies and goals. It provides examples of metrics and how to analyze them at different levels to improve efficiency, effectiveness and business impact. The webinar concludes with emphasizing understanding the business, aligning HR activities with priorities, evaluating results, and communicating value.
This document discusses the importance of HR metrics and provides guidance on developing an effective HR metrics program. It outlines that the goal of HR metrics is to align talent strategies with business objectives. It recommends identifying metrics that are important to the C-Suite like EBITA, profitability, customer retention, and new market growth. It also provides a sample process for gathering relevant metrics from across the organization, correlating HR data with business drivers, and developing dashboards to monitor metrics over time. The overall aim is to use metrics to make HR a key partner in business decision making.
The document discusses using human capital metrics to assess workforce and HR strategies. It summarizes some key findings from a 2005 Conference Board study which found that while most firms track basic people measures like turnover and compensation, few have HR staff that understand strategic business metrics or can link people metrics to strategic targets. It then outlines an approach to developing scorecards to measure external differentiation, internal business performance, workforce performance, and HR performance in a way that aligns these metrics with business, workforce, and HR strategies.
This document provides a compendium of various HR metrics organized into categories including staffing, recruitment, movement, retention, employee engagement, cost of turnover, workforce capability, compensation and benefits, environment, HR service delivery, and organizational effectiveness. It lists specific metrics such as hiring activity, rehires, promotions, demotions, voluntary and involuntary terminations, turnover cost, education and training, wages and salaries, compensation, benefits, absence and attendance, and HR expense.
In this ppt, you will understand what is HR Metrics and how it is used in all HR Functions. How the metrics are calculated with formulas is mentioned in the ppt with the simplest explanation.
This document discusses how a balanced scorecard can be used by an HR manager to translate an organization's strategy into quantifiable metrics for human resources. It describes the four perspectives of a balanced scorecard - financial, customer, internal business processes, and learning and growth. An example is provided of how objectives, actions, and measures could be defined for a goal of reducing turnover costs using these four perspectives.
The document outlines an upcoming training programme on human resources management (HRM) metrics and analytics, including introducing fundamental concepts, building a business case, identifying best practices, and applying a 5-step HRM analytics process. It discusses exploring where HRM can strategically impact an organization, selecting appropriate metrics, and extracting insights from obtained data. The training will help participants evaluate their organization's use of HRM metrics and identify opportunities to strengthen analytics capabilities.
The document discusses key performance indicators (KPIs) for measuring human resources (HR) metrics. It begins by explaining the importance of HR metrics for decision making and business strategy. It then covers topics like what metrics to measure, how to measure, analyze, and report data. Specific metrics discussed include voluntary separation rate, time to hire, training cost factor, and turnover rate. The document provides examples of calculations and presents an HR manager KPI template with key result areas, metrics, targets, scoring, and a final performance score.
HR Analytics Design, Implementation and Measurement of HR StrategyDr. Nilesh Thakre
The document discusses HR analytics and the design, implementation, and measurement of HR strategy. It defines HR analytics as applying data mining and business analytics techniques to human resources data to provide insights for effectively managing employees. It also discusses defining a company vision, establishing the HR department's role, developing a company overview, investigating company needs, evaluating HR processes, implementing the plan, and measuring success as key parts of designing, implementing, and measuring an HR strategy. The goal of the strategy is to help achieve business goals and get an optimal return on investment from human capital.
Discover what business metrics matter for learning professionals and which ones don't impact the bottom line.
Learn more about PNL, Business Metrics for Learning Professionals and other topics: http://www.lynda.com/Business-training-tutorials/29-0.html
The document discusses a workshop on using balanced scorecards and metrics for human resources. It provides objectives of understanding the balanced scorecard approach for HR metrics. The workshop will include an introductory lecture and time for individual work, research, collaboration and presentation development. Key aspects of balanced scorecards are defined, including looking at multiple dimensions beyond just financials. The four legs of balanced scorecards - customer, financial, business process and employee - are outlined. Steps for implementing balanced scorecards including establishing a strategy map, designing scorecard legs, developing dashboards and continuous improvement are presented. Considerations for HR metrics and mapping strategies are discussed.
This is a follow-up to a talk given last year. Second or foreign language education is often approached as a purely cognitive endeavor. In this interactive talk, the presenter will discuss the design of a qualitative research project together with findings and pedagogical implications. Participants will go away with a list of readings and suggestions for embracing the emotional side of EFL teaching and learning.
Supply chain performance reporting and metrics -logistics digest 091112Thomas Tanel
Many managers see supply chain performance reporting and metrics as a huge time drain that results in a series of uncomfortable conversations and confrontations they would rather not endure. You cannot manage what you cannot measure, and your supply chain is one of the most important functions to manage. The good news is that you’re Logistics and Supply Chain Management people
are probably already doing a lot of measuring. The bad news is that they might not be measuring the right things. To measure your supply chain effectively, you must identify metrics that are appropriate for your organization and that will improve business performance.
Live Example of Dashboard and Metrics Data Retrieved and Presented Through Cl...Safe Software
See a live review of data publications to dashboard mapping on ESRI online, custom mobile applications pulling data and maps from ESRI online, and OpenData publishing to Socrata. In our review, see how data is retrieved from multiple vendors solutions, some of which are cloud hosted or proprietary. See an example of integrating FME Desktop with FME Server to automate our data publishing. Like the famous quote; "set it and forget it".
Analyzing Your Key Metrics: 7 Areas You Must Examine for PPC Account SuccessKissmetrics on SlideShare
Cassie Oumedian is the Sr. Digital Specialist at Hanapin Marketing with over 7 years of PPC experience working on some of the world's largest brands. At Hanapin, she helps Enterprise, Small and Medium size businesses analyze their PPC accounts to help identify gaps and opportunities within their digital PPC strategy.
Higher quality ads can lead to lower prices and better ad positions. The components of Quality Score (expected CTR, ad relevance, and landing page experience) are determined every time your keyword matches a customer's search. What is Quality Score?
How is Quality Score calculated? Click Thru Rate Landing Page Relevance Ad Text Relevance Keyword Relevance Historical Performance Device
Why is Quality Score Important? Ad Rank = QS + Max CpC + Ad Extensions
What Does and Doesn’t Matter Regarding Quality Score? Se ling the (Quality) Score Using Quality Score to Guide Optimizations
Bing Quality Score New updates released in Feb include Market Estimate QS when not enough data is available.
Facebook Relevance Score Relevance score is calculated based on the positive and negative feedback an ad receives from its target audience. The higher an ad’s relevance score is, the less it will cost to be delivered. Sounds familiar….
Search impression share: The impressions you’ve received on the Search Network divided by the estimated number of impressions you were eligible to receive. Search Lost IS (budget): The percentage of time that your ads weren't shown on the Search Network due to insufficient budget..
Impression Share From my experience a total search impression share of 75% + would be considered good as this means your account is showing up for majority of auctions available. This is factoring in a balance of all the match types.
What Happens When An Accounts Has Lots of Broad Match?
Are negative keywords blocking relevant traffic in your account?
Ad Extensions Ad Extensions are a Big Deal!
How to tell if your display campaigns are broken? Start by reviewing Display Placement Reports to see if your ads are showing up on relevant sites.
If placements are not driving actual conversions or assisted conversions, be sure to exclude placements to increase efficiency.
If you notice mobile apps are driving irrelevant traffic, you can exclude them by adding the above placement exclusion to weed out inefficient traffic.
How Do Search Partners Perform for your account? After reviewing the data, you can then determine if you need to expand search partners, or maybe exclude them all together to help increase efficiency.
Adjust mobile bid modifiers to help optimize for optimal conversions and CPA/ROAS.
Bing mobile and TABLET bid adjustments Bing offers Tablet bids adjustments from -20% up to +300% to help optimize tablet performance
2015 KISSmetrics Guide KISSmetrics Demo h p://kiss.ly/growth h p://kiss.ly/demo
Essential SEO Analytics: The Performance Metrics That Truly Count Rhea Drysdale
The document discusses essential SEO metrics and how to use them effectively. It recommends focusing metrics on business objectives rather than arbitrary goals. Specific metrics mentioned include organic traffic, conversions, backlinks, and indexed pages. The document also cautions that metrics are only useful if they drive corrective actions, and provides an example of how linking building was improved by focusing on relevance, engagement, and quality over just quantity.
Want to finally get a clear, accurate, and timely view of your revenue, expenses, cash flow, and profitability? Look at Intacct cloud financials for reporting for today's challenges.
Ceragon Networks reported its financial results for Q1 2013, with revenues of $90.1 million, down 19% from Q1 2012. The company saw increased revenue in Latin America but declines in other regions. Gross margin was 31.9%, consistent with prior periods. Research and development expenses increased as a percentage of revenue to 11.5% due to increased investment. This led to a non-GAAP net loss of $5.7 million compared to a loss of $2.2 million in Q1 2012. The report included analysis of revenue by region and customer type, profit and loss, cash flow, balance sheet items and a reconciliation of non-GAAP to GAAP results.
This document discusses metrics for measuring the progress and growth of a startup product. It introduces cohort analysis using Google Analytics to track user acquisition, activation, retention, revenue, and referrals over time. The author advocates delivering value to customers, analyzing feature usage and time to complete actions, and running experiments to validate hypotheses about growth rather than setting requirements. Metrics should accelerate learning through experiments rather than be tasks on their own.
Key Metrics for SEO - SES San FranciscoNick Roshon
The document discusses key metrics for measuring SEO success. It recommends starting with broad metrics like search demand and visibility, and getting more specific by looking at metrics for individual pages, products or categories. Custom segments in Google Analytics can make data more relevant and actionable. Non-brand and year-over-year comparisons help account for factors like seasonality. Calculating ROI across channels like SEO, SEM and display allows evaluating relative efficiencies.
The document discusses various marketing metrics and financial concepts using analogies to driving a car and playing golf. It states that just as a driver needs multiple gauges and mirrors to safely operate a vehicle, marketers need a balanced set of metrics beyond just sales revenue to properly measure performance. It also draws parallels between maintaining a golf handicap through consistent scoring and marketers tracking metrics over time to predict future performance and understand risks. The document emphasizes the importance of understanding financial concepts for marketers to communicate effectively with executive leadership and make financially-sound decisions.
Financial Metrics to Drive Strategic Portfolio Performance Sopheon
While all companies forecast the financial impact of their new product development investments, not all realize that the specific metrics that are used to rank and select projects heavily influence the performance of portfolios, possibly towards an unintended outcome.
This webinar explores typical project and portfolio valuation metrics with respect to what these metrics specifically indicate, and the decision-making behaviors they drive.
Given that the most successful portfolios are guided by a focused innovation strategy, which metrics should your organization be using to measure and maximize investment performance?
During this session you will learn:
How to choose the right financial metrics to drive your innovation strategy
Understand the unintended consequences of picking the wrong financial metrics
How financial metrics drive different decision-making behavior.
View the webinar in its entirety at: http://budurl.com/ld4g
This document summarizes a user conference for the AFS automation, audit, and analytics (AAA) system. It discusses how AFS measures return on investment, including hard ROI through measurable cost savings and soft ROI through improved processes. It provides details on how AFS has automated over 70% of the 19.7 million lines of claims data processed in 2014. It also describes how AFS audits generated $104 million in recovered funds from auditing over $1 billion in trade spend. The document concludes by showing analytics capabilities like compliance reporting and master data that help customers improve their ROI.
2012 Skills Based Summit - 3M, Understanding Cash Flow & Long Term Financial ...HOTC19
This document discusses cash flow and long term financial metrics. It begins by explaining why cash flow is important for ensuring a company's long-term viability and ability to make strategic investments. It then covers the statement of cash flows and its three sections - operating, investing, and financing activities. Finally, it discusses free cash flow and how companies can use it, as well as examples of long term financial metrics that can help companies assess whether they are achieving their strategic goals.
The document discusses HR scorecards and balanced scorecards. It provides an overview of how HR has evolved from an administrative function to a strategic partner. It then discusses the benefits of HR scorecards in measuring HR's contribution to business strategy. It outlines the key components of developing an effective HR scorecard and balanced scorecard, including defining value drivers, specifying actions, measuring accomplishments, and reporting results to stakeholders.
The document discusses measuring the value of HR through metrics and analytics. It provides examples of different types of metrics that measure efficiency, effectiveness, and impact. These include metrics like time to fill positions, turnover rates, employee satisfaction rates, and revenue per employee. The document emphasizes the importance of analyzing metrics to gain insights rather than just reporting numbers. It also stresses aligning HR goals and metrics with overall business goals. HR professionals need to determine how workforce factors influence business success and select metrics that demonstrate HR's value and contribution to achieving organizational objectives.
The document discusses defining the value of HR and measuring its impact. It emphasizes understanding business strategy and defining an aligned HR strategy. It suggests using a balanced scorecard approach to measure HR's impact on key areas like customer experience, business impact/satisfaction, talent strategies, and financial metrics. This helps HR quantify its value and link people initiatives to business performance.
The document discusses strategies for connecting an HR strategy to business goals and objectives. It explains that an HR strategy should align the goals of the HR department with the overall business goals. The HR strategy should seek to support the business goals either directly or indirectly. It also outlines six steps to develop an effective HR strategy, which includes understanding organizational objectives, evaluating current capabilities, and defining metrics and measures. Additionally, it provides examples of an HR strategy map and key performance indicators that can be used to measure the success of the HR strategy.
Balanced Scorecards For The Busy Business PersonWarren_R
The document discusses balanced scorecards, which are strategic planning and management systems used to align business activities with vision and strategy. They improve communication and monitor performance against goals. Scorecards measure perspectives like learning & growth, business processes, customers, and financials. This helps businesses identify and increase their intangible assets like intellectual property, brand, and customer reputation, which now make up 72% of business value, compared to 28% for tangible balance sheet items. The document provides examples of objectives and measures companies can use for each perspective in a balanced scorecard to track performance and drive accountability.
This document discusses measuring the effectiveness of human resources (HR) functions through metrics and scorecards. It covers evaluating HR's contributions to business goals, developing key performance indicators, and creating HR scorecards aligned with organizational strategy. The document also discusses calculating return on investment for HR programs and creating HR budgets.
1. HR metrics are used to measure the effectiveness and efficiency of HR policies and functions, but they only provide data points and not reasons why.
2. HR analytics uses data to identify causes and quantify the impact of people-related factors on business outcomes.
3. The example shows how collecting absence data provides initial facts, but benchmarks are needed to understand if the level is high or low. Analytics then helps identify the cause as a flu outbreak and calculate its financial impact on productivity.
This document discusses how metrics can drive workforce transformation and enable HR to support organizational priorities. It argues that metrics should measure both operational effectiveness and strategic impact. Leaders increasingly need HR metrics to make data-driven people decisions. Real-world examples from the Navy demonstrate how metrics can analyze personnel readiness, incentive programs, and budget planning. The presentation advocates developing a "workforce intelligence architecture" using metrics and analytics to understand resource allocation, focus practices, and demonstrate return on investment from HR activities.
This document summarizes a presentation about using metrics to drive workforce transformation. It discusses how metrics can help leaders make strategic decisions about human resources with the same rigor as finance or operations. Metrics can identify areas for improvement and focus, and demonstrate the link between human capital activities and business results. Real-world examples are provided of how metrics have helped organizations like the US Navy and FBI optimize workforce allocation and planning.
The document discusses human capital measurement and return on investment in human capital. It notes that human capital measurement can help demonstrate the value that employees contribute to an organization. The first step is to identify metrics that are linked to wider business objectives. It also discusses the importance of talent management and using analytics to effectively manage the workforce and drive organizational performance.
The document discusses using the Balanced Scorecard approach to help organizations better execute their strategies. It explains that the Balanced Scorecard helps track performance across key perspectives, set goals and targets, and provides feedback to improve both short-term and long-term strategic execution. The document also provides an example of how a Balanced Scorecard could be applied to an airline company to improve operating efficiency, profitability, customer satisfaction and other strategic goals.
A balanced scorecard is a strategic planning and management system used to align business activities with an organization's vision and strategy. It measures performance across four perspectives: learning and growth, business processes, customers, and financials. This allows companies to track both financial indicators and the drivers of future financial performance, including employee training, internal business processes, customer satisfaction, and innovation. The balanced scorecard provides a framework for setting objectives, measures, targets, and initiatives and helps improve communication, collaboration, and accountability towards achieving an organization's strategic goals.
This document provides an overview of a webinar on developing effective HR key performance indicators (KPIs) and metrics. The webinar will discuss how to:
1. Develop organization-centric HR KPIs and measures
2. Partner with organizational leaders to pursue superior performance
3. Track, manage, and use organizational performance data to support decisions
4. Adjust KPIs and measurements as organizational factors change
5. Work strategically with leadership for long-term HR alignment
It emphasizes the importance of aligning HR strategies and metrics with business strategies and initiatives. The webinar will also explore how to interpret metrics for timely performance adjustments and integrate metrics into an organizational "system for management."
This document outlines a roadmap for human resources (HR) to transform into strategic business partners. It begins with an overview of why HR needs to transform, focusing on key concerns around learning and development, reinvention of HR, culture and engagement, and leadership development. Next, it provides a framework for how HR should transform and deliver value, focusing on understanding the context, stakeholders, talent needs, and linking HR practices to business outcomes. It then discusses best practices in talent analytics and understanding business elements from HR's perspective. Finally, it concludes with a roadmap for implementing the HR business partner model that includes strengthening partnering between HR and the business.
The document discusses how to align business and human resource strategies. It recommends:
1) Analyzing business drivers like competition and technology changes to craft an effective people strategy.
2) Creating a value creation paradigm where the organization first serves customers and shareholders to distribute wealth.
3) Aligning performance metrics, talent management, leadership, and capabilities to business priorities like growth, cost reduction, or customer service.
4) Proactively managing talent, developing leaders, and changing organizational design and culture to support business strategies.
5) Measuring HR effectiveness using ROI and focusing on speed, customers, technology, performance, and wealth distribution.
This document provides an overview of a presentation on making workforce analytics stick. It discusses common roadblocks such as lack of dedicated resources and skills. It emphasizes strategic alignment of workforce analytics with business goals and metrics. Executive level reporting of metrics on productivity, turnover, and other topics is recommended. Quick wins, pilot programs, and communicating success can help make workforce analytics initiatives stick within an organization.
This document outlines an agenda for a presentation on making workforce analytics initiatives stick. The presentation covers establishing a business case for workforce analytics, common roadblocks and challenges, and strategies for ensuring initiatives have lasting impact. It recommends aligning analytics with business strategy, conducting executive-level reporting that dollarizes metrics, developing a strategic communication plan, prioritizing quick wins, and piloting programs.
This document provides an implementation plan for establishing a strategic HR business partner function. It includes defining the role of the business partner, components for success, a business partner model, a change management model, and a timeline. The implementation plan has five phases: assess readiness, prepare for implementation, plan implementation, roll out the new model and function, and evaluate. The timeline estimates completing implementation within 9 months.
The document outlines an implementation plan for establishing a strategic HR business partner function. It includes definitions of the HR business partner role, components for success, a proposed model, and a change management model. The implementation plan has 5 phases: assess readiness, prepare for implementation, plan implementation, roll out the new HR model and partner function, and evaluate. A timeline shows the plan will be implemented over 9 months. Appendices provide supporting documents like assessments and descriptions to aid implementation.
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What Are You Worth? Measuring Your Value-Add Through HR Metrics
1. Presented By:RACHEL SALLEY, SPHR Human Resource Strategist careeranarchist@gmail.com Twitter: RachelSalley What Are You Worth? Measuring Your Value-Add Through HR Metrics
2. Key Discussion Points HR Metrics - What Are HR Metrics And Why Are They Important? Conclusion – Review and Questions HR and Metrics – Human Resources’ Role in Metrics and Analytics Organizational Strategy – The Connection Between the Organizational Strategy and HR Completing the Puzzle – How HR Can Bring Value to the Organization Through Metrics Customization is Key – How to Define and Implement HR Metrics Into Your Organization
3. Simply put, Metrics are a way to quantify, measure, and track key performance indicators. In HR, Metrics are used to measure and track the performance of the company’s largest investment Why do we track metrics? Why are they important? What metrics do we track? What do we do with the information we track? What Are They And Why Are They Important? HR Metrics Human Capital
8. Data is the keyHR and Metrics Human Resources’ Role in Metrics and Analytics
9. Organizational Strategy HR Strategy Organizational Strategy The Connection Between the Organizational Strategy and HR In the same way that an organization has a specific strategy, so must HR. To demonstrate HR’s value to the organization, Metrics must tie to what is most important to the C-Suite. In other words, HR Metrics must tie directly and indirectly to Organizational Strategy.
10.
11. What do you hope to discover, improve, increase/decrease with metrics?
14. Metrics should be easy to gather, analyze, and disseminateCompleting The Puzzle
15. Organizational Strategy Defined: Cost Cutting Improve Customer Satisfaction Develop New Technology to Remain Competitive HR Strategy Defined: Decrease Recruitment costs Increase customer service training Source and Hire Better Talent HR Metrics Defined: Recruitment Costs by 20% Increase performance level % of New Hires Performing Above Avg. by End of 1st Year Customization is Key How to Define and Implement HR Metrics Into Your Organization
First of all, I would like to thank everybody for taking a couple of hours out of your evening to be here with me tonight. Just as important, I’d really like to thank Patrick Knight for coordinating this and inviting me here to speak with all of you about something that I’m very passionate about…metrics. But, not just metrics…even more importantly, how to show your value as an HR practitioner. Does anybody know what metrics are?Show of hands. Who currently uses metrics in your organization?Why do you track and analyze metrics?Those are all good reasons. As I stated earlier, metrics are something that are very important to me. We’ve all heard about that dreaded table and we’ve heard more than enough about how to gain a coveted seat at that illustrious table. I’m really sick of hearing about that table! Aren’t you?It’s time for us, as HR practitioners to stop whining about not being invited to the table and start bumrushing our way there…to demand the right to be there. To prove that we belong there!Now, I am not telling you to go to work tomorrow, walk up to your CEO and demand a seat. What I am telling you is to prove your value and make it impossible for leaders to not consider HR as important, if not the most important member at the table. How do we do that, you say? Well, that is why we’re all here today.Today, I will be talking about what you, as HR professionals are worth and how you measure your value-add to your organization through the use of HR metrics.
First, we’ll briefly talk about what HR metrics are and why they’re important. I’ll provide you with an overview of HR’s role in metrics and analytics and the connection between organizational strategy and HR. Next, we’ll complete the puzzle and I’ll give you examples of how HR can bring value to the organization through the use of metrics. Finally, we’ll discuss how you can define and implement metrics within your organization. Now, I didn’t want to come here with a bunch of fancy PowerPoint slides and handouts. I wanted us to have real discussions about metrics, what’s happening in your organizations, and things you can go back to work tomorrow and do. There are thousands of great metric calculators out there. SHRM has a plethora of them. Do a google search for HR metrics and you will find pages and pages of metric examples. The information is out there for you. What I want to do today is equip you with the knowledge and information you need to go back to work tomorrow and better show your value.Before we begin, I want to take a few minutes to talk about why you are here tonight and what you hope to get out of this presentation. Anybody?
So, what are metrics? You said that they are ___________________. Simply put…metrics are a way to quantify, measure, and track key performance indicators. In HR, metrics are used to measure and track the performance of the company’s largest investment… HUMAN CAPITALSo, why do we track metrics? Why are they important? You said that you track metrics because ________________. We track metrics to understand where we are currently and where we need to be and to better define how we are going to get there. There’s a saying that goes “If you don’t know where you’re going, how will you know when you get there? Metrics help you understand when you have reached your destination. When you’ve met your goal. So, what metrics so we track? This is the easiest question to answer. There is no thought, in-depth research, or gut-wrenching discussions needed to answer this question. If I asked you what metrics you should track, how would you answer that question? Quick! Exactly! We track those metrics that are most important to the organization! So, how do you know what metrics are most important to the organization? Well, that’s simple too. Stay tuned. I’ll tell you exactly how to know what metrics are most important. Ok…so now that we know why we track metrics, why they are important, and what metrics to track, what in the world do we do with all of this data? We’ll talk more, towards the end of my presentation on how to take what you measure and make it mean something. Something that you can understand and something that you can easily relay to the leaders within your organization.
Now, based on the show of hands earlier, it would appear that quite a few of you are/are not currently using metrics in your current role. Now, think back just 5 years ago. How many of you were actively using metrics on a daily basis? Not many, right? HR has historically been looked at more as an administrative function. We processed new hires, made sure employees were paid, and that they had benefits. We were never looked at as making a strategic impact within the organization. Now, that’s shifted. HR has moved from an administrative role to a more strategic role. HR is looked at to provide solutions to organizational issues, to recommend and implement initiatives that will assist the organization with meeting its goals and being a key player in achieving the company’s organizational strategy. Going back to that seat at the table, company’s are beginning to understand that HR is a not a necessary evil, but we are a truly valuable and needed resource. How did this shift occur? We started speaking the language of the business. HR professionals began realizing that we are not operating in a vacuum. We have an opportunity to make and impact and we are taking that seat at that doggone table!What do we mean when we say “speaking the language of the business”? What do company’s focus on? They focus on revenue, profit growth, market share, productivity, those things that can be easily and quantitatively measured. Early on in my career, I worked for a CFO who would constantly come into my office and ask me if we had a win. I never quite knew what he was talking about until one day, after months of working on projects and implementing various initiatives, he came into my office and asked me what HR was doing for the organization. He further went on to state that the CEO was not convinced that the HR function was necessary and that he didn’t see my value within the organization. His thought was that he could pay anybody to process employment paperwork. Why did he have to pay for HR when he could just have an admin do the work? I looked at my CFO incredulously. Here I had been armpits deep in creating and implementing a effective recruitment process, redesigning the sales compensation plan and researching and instituting a more robust benefits plan and my boss was sitting here talking about value? I couldn’t believe it. But then, after I showed him all the progress we had made, all the changes we had implemented and the positive effect they had on the employees, how we had reduced turnover, decreased employee and organizational benefit expenses, and created a compensation program to better attract the level of employees that we needed to take the company to the next level, he got it. But, he did share with me some information that has stayed with me, that made me interested in metrics and eventually helped to fuel my passion.He told me that I needed to talk about the wins. That I needed to communicate what HR was doing and the positive impact we were making. He spoke about it in terms of financials and said that if he, as the CFO, did not present financial reports to the organization to show how he was decreasing costs, improving our credit rating, or raising financial capital, then what would be his value? He made me realize that it wasn’t enough to simply do the work and implement the changes, but that I needed to quantify and communicate the results.We, HR, have a direct impact on these data-driven decisions. Data is the key to proving our value within our organizations. Somebody once said that numbers don’t lie. I’m not sure who said it and I’m not sure that I necessarily agree as data can be manipulated and our metrics are only as good as the data that we collect. But, what matters is that this is the language that our leaders know and understand and as such, we need to make sure we are speaking the same language.
So, what is the connection between the organizational strategy and HR?Well, first, HR should have a strategy. Just like the organization has specific goals and objectives that it must meet, so should HR. But, in order to be the most effective, HR’s strategy should mirror the organization’s strategy. See, what most people don’t realize is that HR is the one department that has the greatest ability to affect change within the entire organization. Whereas Sales may only be able to impact the growth of the organization and Accounting may only be able to impact the Financial Health of the organization, HR can positively impact all three areas. Business leaders still haven’t quite caught on to this, and that is one of the reasons the right metrics are so important. With the right metrics in place, we can show business leaders how we’ve impacted the organization and what initiatives are most important for achieving the organizational strategy. Let’s take a look at how HR strategy mirrors organizational strategy. Let’s say you worked for a company whose organizational strategy had a focus on growth, financial health, and talent management. HR’s strategy can then be to focus on talent acquisition and looking at ways in which we can better attract and retain our human capital. HR can then look at their costs and how they can better manage and even decrease recruitment, training, and benefit costs. This can be done by decreasing or eliminating the use of recruitment agencies, smarter, more targeted recruitment advertising, and possibly restructuring the benefits offerings to lessen the overall organizational costs. When it comes to Talent Management, well, that’s a no-brainer. Now you’re talking HRs language!We can look at performance management and training. We can ensure that our managers have the tools and resources to properly coach their employees to better perform and we can design and facilitate training programs that give our employees the necessary skills to succeed. These are all strategic initiative and they are all measurable!
Now, we’ve talked a lot about how HR can bring value to the organization through metrics. But knowing that we need to collect and analyze data is not enough. In order for us to truly bring value to the organization through the use of metrics, there are a few things we need to understand. First, you must understand WHY you’re measuring. If there is one pet-peeve that I have, it is those that measure just for the sake of measuring. I have spoken with HR practitioners about metrics and what they have instituted in their organizations and they will tell me something about measuring the number of employees the number of times it takes to reach a candidate once a resume has been submitted, or something else just as foolish. When I ask them why they chose that as a metric, they tell me something about a Manager who wanted to know how long it took them to reach a candidate or the fact that they were tasked with identifying metrics and this is what they thought was important. When I drill further and ask them what they hope to discover, improve, or increase/decrease with these metrics, they look at me like I’ve grown another eye in the middle of my forehead! Why are you measuring anything if you don’t plan to do something WITH all of that data? When deciding to track and analyze metrics, you should have an end result in mind. Remember back a few slides when we talked about how will you know when you’ve arrived, if you don’t know where you are going? You must start with the end result in mind. And once you have reached that end result, you have to put an action plan in place to do something with all of those metrics. There is nothing worse than gathering, analyzing, and communicating all of these metrics just to continue doing things the same way. Even if, through this process, you find that you are exactly where you thought you would be, there has to be room for improvement, right? There always is…Don’t just sit on the information you uncover. Do something with it!Once you’ve determined why you are measuring, you must understand WHAT you are measuring. Remember that whatever metrics you choose to analyze, they must relate to the business, they must be important to the leaders of the organization, and the should be easy to gather, easy to analyze and easy to disseminate. Metrics are no good to anybody if you spend more time trying to track down and collate the data that the time you took to implement the initiative. If you can’t easily collect the data then you need to look at your systems and processes and see where the breakdown exists. The HR data that you need to measure should be easily accessible. Once you’ve gathered the data, it should be easy to analyze. Don’t make the process difficult. There is no need for that. Aside from the rare few of us, we are not mathematicians or statisticians. Just because we are analyzing quantitative data, that does not mean we have to make it difficult. Keep it simple silly! And probably the most important of these is the fact that the date should be easy to disseminate. You need to be able to clearly educate the leaders of your organization on what the data means and what you plan to do with the information. Business leaders are busy. They don’t have time for long-winded explanations. Your data should explain itself, for the most part. If it takes more than a few minutes of explanation, then you’ve made it too difficult.
So, let’s review the steps to defining and implementing HR metrics into your organization. First, the organizational strategy is defined and communicated by the leaders. Let’s say that the organizational strategy is to:Cut CostsImprove customer satisfactionDevelop new technology to remain competitiveOnce the organizational strategy has been defined, HR should define its strategy. Using this example, HR’s strategy may be to:Decrease Recruitment CostsIncrease Customer Service TrainingSource and Hire Better TalentWith this information in hand, we can define our HR metrics. We may decide to implement the following metrics:Decrease recruitment costs by 20%Increase performance levels of CSRsIncrease the % of new hires performing above average by the end of the 1st year by 45%These metrics will give you the outline that you need to put in place plans and initiatives that have meaning to the organization and that make a positive impact to the company’s overall strategic objectives. Now, let’s look more closely at these metrics in action.
When talking about recruitment costs, let’s say, for example that you have gathered all of your costs for 2009. Remember, in order for you to accurately and effective use metrics, you must have a baseline…some data that shows where you were. So, once you’ve gathered your recruitment cost information, you can plug it into a simple excel spreadsheet (or do a google search for recruitment cost calculator and you will find all sorts of these) and create a graph. Now, we know where we are. So, if we say we want to decrease our recruitment costs but a certain percentage, we said 20%, then you know that you have to decrease costs by $29,150. Therefore, your target for next years total recruitment costs should be roughly $116,600.
So, the following year…And you are tracking this information through-out the entire year right? You’re not just waiting until the end of the year to try to go back and gather all of this information, are you? Good…Ok…so the following year, after you have diligently tracked your data, you can input the same categories of information into your spreadsheet to see where you stand. So, let’s say you’ve increased your Recruiter’s salary due to a yearly merit increase. This, in turn, increases, the overall benefit costs since we are measuring benefits as a percentage of salary. But, instead of flying your recruiter out to regional offices, you invest in a digital webcam and start conducting Skype interviews. This change lowers recruiter travel and entertainment costs. Then, through various targeted search techniques, you’ve relied less on search firm fees, decreasing your costs there. Due to those Skype interviews, you have been able to decrease your candidate travel and entertainment expenses. Now, maybe your Recruiter has caught the social media bug and is relying less on job postings and paid job ads and is networking, doing boolean searches on google or tapping into their ever-expanding LinkedIn network to source and recruit candidates, thereby decreasing advertising costs. You attend one less job fair this year, but remain dedicated to college recruiting (which remains the same) and employee referrals (which increases). All other costs remain relatively the same. At the end of the year, your efforts have netted you a cost reduction of $26,162. Not quite 20% but not bad either. The savings are roughly 18% over last year. But, now with this data, you can speak in terms that your leaders understand. When going to the table and showing your worth, you can communicate with facts. Stating that your department has saved the organization almost 18% in just one area is nothing to be shy about. But, without the data, and without the metrics, you would be unable to have these conversations. The same can be said for the other two metrics we chose to track.
We wanted to track the change in performance levels of customer service reps from one year to the next. Our HR strategy was defined as increasing CSR training. We have identified through needs analysis that these are the three areas where the CSRs are not meeting organizational standards:Complaint ResolutionCall Time# of Call BacksThrough specially designed training to target these key areas, we have been able to increase our complaint resolution statistics, decrease our call times down from 5.3 minutes to 1.5 minutes, and decrease the amount of time customers have to call back due to the same issue from 3 down to 2. Again, more ammunition for you to take to this ever elusive table you all seek!Now, let’s look at the last metric…
We said we wanted to increase performance of new employees after the 1st year. We’ve collected and analyzed our baseline data for 2009. We then can input our data for 2010 and graph the results. The data is acquired through the annual performance review process. Due to the increased coaching and training we have provided to our managers and employees, they are better equipped to manage the performance of their employees. HR has also had an impact on these results through their targeted recruitment efforts and the increase in quality hires. All of this is just fuel for the value-add fire. Now that I have equipped you with vast amounts of knowledge, let me leave you with a few key points to remember…
Metrics should give the whole picture, including quantity, quality, time, cost, and effectiveness.Focus on key areas where change is necessary.Develop a benchmark to use for evaluating progress towards goals.Set goals and establish metrics for measuring progress.If possible, compare company metrics with similar measures from key competitors.Use the language of your leadersHard metrics (real data) are better than soft metrics.HR metrics should be directly related to important business issues.Metrics should be easy to understand, and data should be readily available.Don’t keep metrics a secret.Use metrics to identify trends and head off problems on the horizon.Don’t be afraid of metrics or of measuring data.