HR Metrics and Analytics

Introduction:

The HR function is a high-value-added part of the organization and plays a key role in developing and implementing corporate strategy. This is because of the growing importance of human capital in organizational success.

The HR function needs to be more effective as a strategic partner in the organization rather than a purely administrative function. Such an HR function will drive and deliver change rather than just react to it.

To achieve this highly desired prize, the HR function must develop its ability to measure how HR decisions affect the organization and how the decisions taken by the organization affect human capital. In short, the HR function needs to develop better metrics and analytics if it is to become a true strategic partner.

Once the metrics are established, the organization will need to develop HR policies that react to the messages. The training will also consider the type of HR policies that are being developed in response to the usual range of messages from the metrics and analytics.

Targeted Groups:

Head of HR
HR Managers
HR Professionals
Persons who want to get new knowledge to improve their career

Conference Objectives:

At the end of this conference the participants will be able to:

Examine the use of internal and external measurement frameworks which establish the contribution of the HR function
Conduct detailed Problem analysis assessments
Identify appropriate Decision-Making options
Make decisions based on evidence rather than opinion
Understand the principles of Organisation change
Understand the theory around organization change
Drive strategic change rather than react to it
Design an external analytical framework
Consider the messages revealed by analysis and measurement
Develop HR policy responses to a range of messages from metrics and analytics
Develop a strategic role for the HR function

Targeted Competencies:

Analytical thinking
Problem identification
Decision making
Business awareness
Capability development
Change leadership
Information seeking
Strategy delivery

Conference Content:
Unit 1: Corporate Strategy:

The context for HR
Strategic Business Planning
Corporate Social Responsibility
Human Capital Management
How to make things happen – use of business action plan
The difference between HRM and Personnel Management
The new shape and function of tomorrows HR departments

Unit 2: HR Tools and Methods:

What should be measured?
The effectiveness of the HR function
HR headcount ratios
Administrative cost per employee
Time to fill vacancies
Filling the skills gap
Satisfaction surveys
Internal Frameworks
Morale
Motivation
Investment
Long-Term Development
External Perception
Learning and Development
Job analysis
Job evaluation
Capability review
RACI
Methods

Unit 3: Driving Organisational Change:

Theories of organization change and how to use them
The Softer Side of HR
Avoiding a blame culture
The relationship between HR and the Line
The New Roles in the HR Function

Unit 4: HR Metrics and Analytics with Action:

Change Management
Employee Relations
The relationship between HR and the Line
The Use of Competencies
Employee Development
Succession Planning

Unit 5: Driving Organisational Change:

Connecting HR Metrics and Analytics with Action
Employee Motivation
Empowerment and Accountability
Performance Management; The four-stage process – agreeing objectives, feedback, coaching, and appraisal
Conclusion and Action Planning