Most important organizational performance metrics

The Most Important

Organizational Performance Metrics:

What Every HR Organization Should Be Measuring…

Results Training Company

Dr. Lepora Manigault, SPHR, PMP, Six Sigma

Black Belt

Today’s Itinerary

Today’s Purpose What Value Does

Your HR Operation Bring?

What Is Wrong w/ HR?

Holistic & Strategic Approach

What Metrics Are and Are Not…

Characteristics of Metrics

The Importance of Benchmarking

Balanced Scorecard

Essential

HR Organizational Metrics

What’s In a Business Case?

Next Steps in Metrics for Your

HR Operation

2

T

Why Are You Here?

3

Why Are We Here?

Major Goals:

To improve HR and Human Capital by

way of measurement.

Elevate the Strategic level of HR.

4 770.367.5444 www.resultstrainingcompany.com

The Beneficial Journey of HR Metrics..

5

Measurement

Transparency

Navigation and Direction

Informed Decision- Making

Performance Improvement

Credibility

7

What Value Does Your HR Operation Bring?

Do You Motivate Great Performance?

Do You Increase the ROI?

Do you Keep Star Employees?

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How Do You Know?

HR is considered

one of the

least strategic

departments in

organizations…

9

Why is the

missing link

of

HR

missing?

770.367.5444 www.resultstrainingcompany.com

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Where’s the Beef?

11

Your Data is Your Compass…

You must have it to Know Your Location.

Lack of data

=

lack of ability

to align with

CEO in:

•Priorities

•Projects

•Expected Performance

•Decisions

The First Step is Holistic Scanning…

People

Technology

Processes

Financial Resources

Customer

Structure

Competitive Environment


What Are the Causes and Effects?


Human

Resources

Programs

Individual Performance

Technological Access and Automation

Work Processes

Cost Saving and Revenue Growth

Customer Satisfaction

Supporting Organizational Structure

Competitive Advantage for Talent

HR Strategy Should

Directly Support the Corporate Strategy…

14

VISION

MISSION

GOALS

HR OBJECTIVES

CORPORATE

H

R


15

S.M.A.R.T.

16

SPECIFIC

MEASURABLE

ATTAINABLE

RELEVANT

TIME- BOUND

Build a Balanced Scorecard

that clearly reflects the performance level.

17

Good

Risky

Low

METRICS

• Numbers

• Information

• Tools

• Current Performance

• State of Condition

ANALYTICS

• Meaning

• Comprehension

• Application

• Future Performance

• Implications

18

Metrics vs. Analytics

METRICS

• Numbers

• Information

• Tools

• Current Performance

• State of Condition

ANALYTICS

• Meaning

• Comprehension

• Application

• Future Performance

• Implications

The Importance of Benchmarking


Know Your Competitors and Counterparts

Compete for Talent

Compete for Customers

Avoid Overpaying

Manage Relevant Metrics

Develop Realistic Metrics

Note: Benchmarking is only as beneficial as the level of similarity (apples to apples)

The Dollar Value of the Increased Workforce Productivity

between This Year and Last Year…

Organization Revenue (2010)

HR / Organization Expenses (2010)


Is there an organizational value of Continuous Improvement?

For example….

vs.

Productivity &Efficiency

Organization Revenue (2009)

HR / Organization Expenses (2009)

Employee Engagement

The % of employees who feel

that their managers exercise

expected management

behaviors

23


Quality of Hire

For example:

P+R

2 (N)

P = Average job performance rating of new hires

R = % of new hires retained after one year

N = number of indicators

Hiring


Diversity

The % of diversity hires

in

managerial and senior

positions


For Example:

Relative to Company Goals, Company Organization, City Population

Diversity

The Turnover Rate of “Star” Employees

% of employees to exit over past year

Number of employees in total organization

Star Employee: Rank above average on Performance Evaluation; Identified Successor

Retention, Succession Planning


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Succession Planning

% of critical positions

with

immediately identifiable

replacements


Incentive Compensation Differential

Monetary incentives to high performers-

Monetary incentives to low performers

Monetary incentives to high performers

Rewards

28


X 100%

There should be a stark difference between benefits

received by high performers and low performers

Staffing & Learning

% of goals on

Development Plan that

were completed on time

29


Staffing & Learning

% of Performance Appraisals

completed on time


Training ROI


Increased Revenue (Benefits) - Training Costs

Training Costs

Evaluate :

Reactions

Learning

Behavior, and

Results

X 100%

Staffing & Learning

Time To Start

TTS= RR- SD

TTS: Time until the new hire starts

RR: Date the requisition is received

SD: Date the new hire starts work

Recruitment


Legal/ Compliance

Costs of HR related litigation

33


May compare to prior year to identify trends, improvement, etc.

Legal/ Compliance

Average time for

HR dispute resolution


May compare to prior year to identify trends, improvement, etc.

QUALITATIVE DATA

Top reasons for

voluntary turnover

Retention


QUALITATIVE DATA

HR provides quality

consultative advice

HR Business Partner


Build a Solid Business Case

for EVERY Project..


Aligned with

Corporate Strategy

High Level Action Plan

(Executable) Timeline & Milestones

Description of Initiative Rationale/ Purpose

Benefits/ Cost Ratio

(Healthy)

Alternative Options Break Even Analysis &

Return On Investment Budget

Alternative Options…

• Pros

• Cons

• Costs

• Solutions to Obstacles

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Obstacles?

What are Your

Current Obstacles

to a

Better or New HR

Metrics

Program?

39


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Contact Info:

Dr. Lepora Menefee,

PMP, SPHR, Prosci, SSBB [email protected]

www.resultsconsulting.net www.drlepora.com

www.facebook.com/drlepora www.twitter.com/drlepora

770.367.5444

New Book: Journey to Authentic Joy

Available on Amazon, B&N, Ibook

http://www.drlepora.com/

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Most important organizational performance metrics

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