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HR Metrics
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I am curious what HR metrics others report as part of their organization's overall scorecard or as part of a HR specific scorecard. Turnover and vacancy rates are obvious. What other data do you track
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HR Metrics
posted at 12/6/2006 7:11 PM EST
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Posts: 68
First: 1/23/2005 Last: 3/27/2007 |
I am curious what HR metrics others report as part of their organization's overall scorecard or as part of a HR specific scorecard. Turnover and vacancy rates are obvious. What other data do you track and report to show how HR is adding value to the organization and supporting its strategies? |
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HR Metrics
posted at 12/6/2006 10:48 PM EST
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Posts: 80
First: 12/4/2006 Last: 3/12/2007 |
In general terms I find turn over and vacancy rates meaningless as metrics.
What I value, and what has meaning to my CEO are: 1. Quality of hire metrics. i.e. how fast thay are fully performing after hire, how productive they are compared to those in the same job who have been with the company for awhile, etc. 2. Net sales(revenue) per employee. 3. Various ratings on the actual recruiting process. example - we do service level agreements between each recruiter and hiring manager. using various questions are those SLA's complied with and how well. There are a few other metrics we use to gauge value added. Costs of benefits, cost of compensation, productivity of management, etc are some other areas we measure and because of how we do business in HR they become informative about our value added both as a function and over all to the corporation. The two you mentioned are indicative of symptoms but as a unique or explanatory metric they are of little value. |
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HR Metrics
posted at 12/8/2006 10:10 AM EST
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Posts: 2442
First: 2/12/2000 Last: 9/14/2011 |
I feel the same way about the cost of benefits and the cost of compensation. They are fairly meaningless by themselves and are merely symptoms of a possible problem.
Value add Metrics for HR is not an easy area. If you can report on defects and benchmark your defects against standards that is useful. For recruiting time to fill can be a good metric since you cannot make them productive any quicker than how long it takes you get them on board. For example: How many master data entry errors are made? How many pay checks need to be redone? How much training have you delivered and do people rate the training as something they can immediately use? |
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