Karen Austin, HR Consultant
We have been planning the HR Barometer Survey for a while, and one of the main priorities has always been to ensure that the metrics we produce from the results are relevant, useful and focused on how we (both inside and outside of HR) manage people and the impact this has on an organisations wider activities and the success of organisations.
These three characteristics (relevant, useful and business focused) are important when considering any HR Metrics or generations of statistics. I have worked with many HR people and managers who, on an annual or even monthly basis, find themselves churning out percentages, averages and reports on data but who then find it difficult to determine the difference that their efforts make. Such information has the potential to be so useful beyond HR, transforming the way that things are done and enabling the organisation to plot its way to achieving its goals.
Over the next few weeks the Real People team will be blogging about the various types of metrics that we feel are crucial for all businesses to monitor to ensure their people strategies are aligned with their goals and supporting organisational development and sustainability. But for starters, lets first pick up on a few quick and simple tips for ensuring that we are all adding value through the reports and figures we produce:
• Calling them something different may be a start! The phrase HR metrics suggests that HR own these figures and that they relate to HR things. If they relate to people then the chances are managers at all levels will have an influence on results and a vested interest in development (even if they don't realise it yet!)
• Don't be tempted to just report on the same things every period because that's what you always do and think beyond diversity and recruitment. Consider staff skills, capacity for the future, what drives productivity and and workforce agility.
• Think about communication. If people don't read your results its either because they do not see the value or they are not adding value. Establish which of these it is before deciding whether to change your communication or change what you report on.
• When you have your results ensure that the results come with a strategy for what comes next to develop or sustain results - within this identify key deliverables and actions for all managers not just HR.