the most important organizational performance metrics

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This presentation explores top metrics to use in order to measure the performance of your Human Capital operation effectively

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By: spirosvass (109 month(s) ago)

Excellent presentation!!!! please, send me the presentation by email - if it's possible - in spirosvass@yahoo.gr

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The Most Important Organizational Performance Metrics: What Every HR Organization Should Be Measuring…:

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 Itinerary 2

T:

T Why Are You Here? 3

Why Are We Here?:

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..:

The Beneficial Journey of HR Metrics.. 5 Measurement Transparency Navigation and Direction Informed Decision- Making Performance Improvement Credibility

Slide 6:

6 There are two possible outcomes: if the result confirms the hypothesis, then you've made a measurement. If the result is contrary to the hypothesis, then you've made a discovery. ~Enrico Fermi

Slide 7:

7 What Value Does Your HR Operation Bring? Do You Motivate Great Performance? Do You Increase the ROI? Do you Keep Star Employees?

Slide 8:

8 How Do You Know?

Slide 9:

HR is considered one of the least strategic departments in organizations… 9

Slide 10:

Why is the missing link of HR missing? 770.367.5444 www.resultstrainingcompany.com 10

Where’s the Beef? :

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…:

The First Step is Holistic Scanning… People Technology Processes Financial Resources Customer Structure Competitive Environment 12 770.367.5444 www.resultstrainingcompany.com

What Are the Causes and Effects?:

What Are the Causes and Effects? 13 770.367.5444 www.resultstrainingcompany.com 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…:

HR Strategy Should Directly Support the Corporate Strategy… 14 VISION MISSION GOALS HR OBJECTIVES CORPORATE HR

Slide 15:

770.367.5444 www.resultstrainingcompany.com In absence of clearly defined goals, we become strangely loyal to performing daily acts of trivia. ~Robert Heinlein 15

S.M.A.R.T.:

S.M.A.R.T. 16 SPECIFIC MEASURABLE ATTAINABLE RELEVANT TIME- BOUND

Build a Balanced Scorecard that clearly reflects the performance level.:

Build a Balanced Scorecard that clearly reflects the performance level. 17 Good Risky Low

Metrics vs. Analytics:

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:

The Importance of Benchmarking 19 770.367.5444 www.resultstrainingcompany.com 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)

Slide 20:

20 You Can’t Control What You Can’t Measure. ~Tom DeMarco

Slide 21:

21 TOP 15 METRICS TO SHARE WITH YOUR CEO…

The Dollar Value of the Increased Workforce Productivity between This Year and Last Year… :

The Dollar Value of the Increased Workforce Productivity between This Year and Last Year… Organization Revenue (2010) HR / Organization Expenses (2010) 22 770.367.5444 www.resultstrainingcompany.com Is there an organizational value of Continuous Improvement? For example…. vs. Productivity &Efficiency Organization Revenue (2009) HR / Organization Expenses (2009)

Employee Engagement:

Employee Engagement The % of employees who feel that their managers exercise expected management behaviors 23 770.367.5444 www.resultstrainingcompany.com

Quality of Hire :

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 24 770.367.5444 www.resultstrainingcompany.com

Diversity:

Diversity The % of diversity hires in managerial and senior positions 25 770.367.5444 www.resultstrainingcompany.com For Example: Relative to Company Goals, Company Organization, City Population Diversity

The Turnover Rate of “Star” Employees:

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 26 770.367.5444 www.resultstrainingcompany.com

Succession Planning:

Succession Planning % of critical positions with immediately identifiable replacements 27 770.367.5444 www.resultstrainingcompany.com

Incentive Compensation Differential :

Incentive Compensation Differential Monetary incentives to high performers- Monetary incentives to low performers Monetary incentives to high performers Rewards 28 770.367.5444 www.resultstrainingcompany.com X 100% There should be a stark difference between benefits received by high performers and low performers

Staffing & Learning :

Staffing & Learning % of goals on Development Plan that were completed on time 29 770.367.5444 www.resultstrainingcompany.com

Staffing & Learning :

Staffing & Learning % of Performance Appraisals completed on time 30 770.367.5444 www.resultstrainingcompany.com

Training ROI :

Training ROI 31 770.367.5444 www.resultstrainingcompany.com Increased Revenue (Benefits) - Training Costs Training Costs Evaluate : Reactions Learning Behavior, and Results X 100% Staffing & Learning

Time To Start:

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 32 770.367.5444 www.resultstrainingcompany.com

Legal/ Compliance :

Legal/ Compliance Costs of HR related litigation 33 770.367.5444 www.resultstrainingcompany.com May compare to prior year to identify trends, improvement, etc.

Legal/ Compliance :

Legal/ Compliance Average time for HR dispute resolution 34 770.367.5444 www.resultstrainingcompany.com May compare to prior year to identify trends, improvement, etc.

QUALITATIVE DATA :

QUALITATIVE DATA Top reasons for voluntary turnover Retention 35 770.367.5444 www.resultstrainingcompany.com

QUALITATIVE DATA :

QUALITATIVE DATA HR provides quality consultative advice HR Business Partner 36 770.367.5444 www.resultstrainingcompany.com

Build a Solid Business Case for EVERY Project..:

Build a Solid Business Case for EVERY Project.. 37 770.367.5444 www.resultstrainingcompany.com 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…:

Alternative Options… Pros Cons Costs Solutions to Obstacles 38

Obstacles?:

Obstacles? What are Your Current Obstacles to a Better or New HR Metrics Program? 39 770.367.5444 www.resultstrainingcompany.com

Slide 40:

770.367.5444 www.resultstrainingcompany.com 40 In God we trust; all others must bring data. -W. Edwards Deming

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41 ?????? CONTACT INFORMATION: Dr. Lepora , SPHR, PMP, Six Sigma Black Belt lepora@resultstrainingcompany.com www.resultstsrainingcompany.com 770.367.5444 Facebook: Results Training Company Twitter: resultscompany Linkedin: Performance & Alignment Group

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