- 2014-15 pay results have already been released by twentysix consulting and Real People. Four out of five survey participants are predicting pay rises in 2015 and there has also been an increased use in the Living Wage.
- The second Barometer of 2014-15 is now live as of this week focusing on HR trends and practices. Take part here.
At Real People HQ we’re pleased to be able to launch the second part of our Barometer survey 2014-15, the definitive account of HR practices and trends in the social housing sector. This has got us talking about HR statistics and the usefulness (or otherwise) of them.
Contrary to popular belief, there are a lot of people managers and HR professionals among us who love data (I know, we’re cool aren’t we?). We love to track the performance of our teams or organisations using complex formulas that would make the most foolhardy ‘stat’ head spin. But on the other side of the coin, there are a number of self-professed managers and HR professionals who ‘don’t do numbers’.
The Chartered Institute of Personnel and Development (CIPD) has been promoting metrics as a way of professionalising HR for years now. It acknowledges it is an area that organisations often fail to grasp, but that the time spent getting data together can be worth its weight in gold. It says:
“Developing the right HR metrics for your specific context which support long-term performance is an area that many organisations struggle with. However, we found that it is considered a high priority to get right, as it is through effective measurement, assessment and evaluation that it’s possible to provide insights about past performance and also ‘take the temperature’ of the organisation at present.
Our view is that statistics in people management sounds eminently sensible.
So why is there a big aversion to numbers?
Whenever I deliver training on a topic that involves looking at data (absence management or performance management for example), I come across the same two killer reasons why managers don’t bother with figures. Either they don’t know which things to track, or they don’t know what to compare their figures to. Tracking and reporting on too many metrics can be just as ineffective as no metrics at all, and failing to compare to peers makes the effort of collecting that information redundant.
Often when you probe deeper you find out that those people do acknowledge that performance indicators are powerful if done well, but that too often the use of numbers is not well executed. They do usually agree that numbers can tell a powerful story quickly, and metrics can help prove that the way you manage people has a big impact on the bottom line.
By honing in on a few meaningful measures, it will help support and advance the objectives of your organisation when analysed and acted upon (for example time lost due to absence or the number of staff leaving the team over the past 12 months). And once you’ve got that data to hand, you’re going to need to know how you compare to other organisations before making any decisions based on it.
We're now asking the sector what’s changed in their HR stats over the past 12 months, what’s new and what essential information should everyone be aware of. Our easy-to-complete and utterly free survey will not only help you to focus on some of the most popular HR metrics but will also give you the chance to use our sector-wide findings in your HR plans and strategies in the year ahead. The results will be published in May and we’re convinced will convert even the hardiest numbers-phobe into a convert.
Take part here.
You can also follow us on Twitter @realpeoplehr using the hashtag #Barometer. Only those who take part will get to see the full results so don’t miss out on your chance to be a part of the Barometer family this year. Get in touch to find out more, or read our Barometer Part One Key Points document here.