Strategic Human Capital Insights

3 Ways to Improve Your Organization's HR Metrics

6/24/15 10:30 AM


Why are HR Metrics
Having Such a Bad Time?

A recent report by Visier, “The State of Workforce Analytics 2014," states:

“Spreadsheets (48%) and HRIS reports (25%) are the most commonly used tools for workforce metrics and analytics – with low satisfaction rates. Only 5% are satisfied with spreadsheets, and just 15% with HRIS reports”

From their research, Visier produced the below model for assessing the impact of HR metrics and analytics.

HR_Metrics

 

You can improve your HR metrics by following some of the recommendations:

  1. Process is easier to measure – but MEASUREMENT SHOULD FOLLOW PURPOSE - it’s easy to measure processes like recruitment, retention and development.  It’s difficult to measure the motivation behind the process. So we end up measuring what we know we can easily measure rather than establishing the purpose behind the measurement.

  2. HR, perhaps because of its credibility, are good at analysing and dialoguing but not as good at TRANSLATING INTO ACTION.  Being seen as a Business Partner is an essential foundation for credible metrics.

  3. Often because of budgets we end up measuring different parts of the process when data needs to be INTEGRATED and all stakeholders ENGAGED.  Credibility and the ability to link the “Golden thread” (see previous blogs) which runs through all HR activities is part of delivering added value for the business.

 

Even though clients said they were unhappy with the metrics, a large number said they wanted to develop from reactive to strategic. This will require a significant investment with the subsequent impact on budgets, credibility, resources and timeframes.

HR_Metrics_2

Our experience with the transfer of learning suggests that any learning measurement system should:

  • Deal with the purpose and the process of learning not just focus on a learning event.
  • Ensure that the individual is at the heart of the system and that there is mutual benefit for growing themselves and the company.
  • Provide an integrated process for continuous improvement rather than a post mortem of a learning intervention.
  • Align the businesses strategy and objectives to performance/behavioural change.
  • Establish what enables a person to transfer their learning into performance in order to provide a sense of achievement and fulfilment for delivering success for both themselves and the company.
  • Engage and involve the line pre, during and post programme to ensure commitment and alignment with the learning event.
  • Ensure the designers of learning interventions use behavioural/performance based criteria as well as knowledge and attitude change.
  • Makes stakeholders in the learning process are responsible and accountable for ensuring learning is transferred into performance.
  • Wrap around existing systems and integrates the whole process.

 

Following 20 years of research into learning transfer, Prof. Ed Holton has developed the Learning Transfer Systems Inventory which provides all the features above when measuring the ability to transfer learning into performance.  Validated in 24 countries we have shown that the data reveals that when the 16 enablers to learning transfer are switched on, learners experience the support needed to experience a sense achievement, alignment and growth for both themselves and the company.

Where the Learning Transfer System Inventory diagnoses the enablers, the TransferLogix process then provides solutions to turbo boost the delivery of a behavioural change.  The Transferlogix™ system (www.ltsglobal.com) is an integrated, web-based process that ensures continuous improvement, aligns all the stakeholders in providing evidence-based data to show how the intervention added value and ensures that learning is transferred into performance.

When people feel truly supported and know their contribution is appreciated and valued—they feel they are helping shape the success of the business. This results in an empowered dynamic organisation which  delivers growth for both the individual and the company.


Give us the opportunity to address the issues. Please submit your views in our survey
 to establish what you think your organization's HR should start with improve your HR metrics.

Take the Business of HR Survey>>



Guest Blog Contributors:

Mike Smith is Director, Learning Transfer Solutions Global. He is passionate about ensuring that individuals become empowered achievers, HR has a strategic role in executive teams, and that businesses gain alignment and fast execution of their business strategies. His current company, LTS­Global, is dedicated to giving companies, trainers and consultants help to enable them to activate new learning. He can be reached at mike.smith@ltsglobal.com

Carolyn Dare is a Partner with Learning Transfer Solutions Global, a consulting firm that works in a systemic way to lead and anchor large scale change, transformation and performance enhancement initiatives in organisations. She is an accomplished virtual community designer, online facilitator, and website/online simulation developer. She can be reached at carolyn.dare@ltsglobal.com

Topics: Human Resources

Posted by Joanne Flynn

Joanne Flynn

In 2014, Joanne Flynn founded Phoenix Strategic Performance, a strategic human capital advisory firm. Prior to this, Joanne was Vice President at Goldman Sachs for 10 years responsible for global learning and development. She then led the consulting practice of Phoenix Group International, a consulting firm specializing in global financial service. Joanne is now taking best practices from the people-intensive financial services industry and adapting those best practices to startup and growth businesses. She is a thought leader in the areas of strategic organizational alignment, organizational agility, human capital gap analysis, leadership challenges for the new workplace and transformation leadership.

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