Workshop on HR Metric and Analytics

Program overview:

The HR function can become a high-value-added part of the organization and play 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 will be more effective as a strategic partner in the organization rather than a purely administrative function. Such an HR function will drive change rather than react to it.

In order 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 these messages.

For whom:

Human Resource professionals and those who are about to start a career in Human Resource Management. The program is also beneficial for experienced officers and managers in Human Resources who wish to update their knowledge and skills about the latest techniques in the various Human Resources functions.

Learning objectives:

At the end of this program, participants will be able to:

• examine the use of internal measurement frameworks which establish the contribution of the HR function;
• examine the use of external measurement frameworks which establish the contribution of the organization’s Human Capital;
• consider the messages that is revealed by such frameworks for the organization as a whole;
• make decisions based on evidence rather than opinion;
• explain what is going on that affects the Human Capital of an organization; and
• drive strategic change rather than react to it.

Course outline:

Day One: Human Capital Management

• The context for HR,
• Strategic Business Planning
• Corporate Social Responsibility,
• The difference between HRM and Personnel Management
• The new shape and function of tomorrow HR departments

Day Two: Metrics and Analytics: 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,
• External Frameworks,
• Human Capital Strategy,
  • Acquisition and Retention,
  • Learning and Development,
  • Primary and Secondary Indicators,
• The use of narrative

Day Three: Creating a Positive Working Environment

• The Softer Side of HR,
• Avoiding a blame culture
  • The Relationship between HR and the Line,
• The New Roles in the HR Function

Day Four: Driving Organizational Change:

Connecting HR Metrics and Analytics with Action 1

• Change Management, §Employee Relations
• The Relationship between HR and the Line,
• Discipline and grievances
• Recruitment and Retention,
• The Use of Competencies
• Employee Development,
• Succession Planning

Day Five; Driving Organizational Change:

Connecting HR Metrics and Analytics with Action 2

• Employee motivation,
• Empowerment and accountability
• Performance management; the four-stage process
  • agreeing objectives, feedback, coaching and appraisal
• Conclusion and action planning

Training Methodology

Lectures, discussions, exercises, and case studies will be used to reinforce these teaching/learning methods.