HR Metrics & Analytics 2022: Update on Strategic Planning, Application Activities, and Operational Impact

Effective HR metrics are not developed in a vacuum.

The "right or best" metrics require a detailed understanding of your organization: how it generates revenue, its business strategies and objectives, its business imperatives, the risks it faces, the opportunities to be seized, and what it already measures.

Thus, HR metrics should not be developed in a silo or owned exclusively by human resources. To be of value, HR metrics should measure the business factors that are important to the organization -not just HR -and should be co-owned by HR and the C-suite, other departments, and line managers. The right or best metrics are HR metrics that incorporate the input of stakeholders and contribute to informed decision-making. From this perspective, HR metrics should be predictive and action-oriented. HR metrics that do not assist organizational decision-making are of little value. The issue is not the number of metrics. As Albert Einstein noted: "Everything that counts can’t be measured and everything that can be measured does not count."

As noted, the measurement of business outcomes is a critical component of the HR auditing process. Thus your organization's HR metrics should help you assess the value and contribution of your organization's human capital; should focus your organization's attention on how human capital helps it achieve its business objectives; should help you measure and assess human capital management and employment practices liability related risks, and should help you assess individual and organizational performance.

Since HR metrics can assist your organization to identify weaknesses and failures in its human resource management and employment practices compliance activities, your organization's selection and use of specific HR metrics is not only an indicator of what issues it considers important but is also an indication of your organization's commitment to identify and ferret out ineffective or unlawful practices and processes. Thus, your organization may be scrutinized not only on the issues it chooses to measure but also on the issues it chooses to ignore.

Your use of HR metrics considers both quantitative and qualitative methods and measurements, should help you assess your organization's performance, and should provide you with data that will allow you to evaluate human capital outcomes.

This webinar discusses the use of HR metrics as a core competency, reviews the role HR metrics play in helping the organization make critical business decisions, describes the calculation of employment practices liability risk exposure, and provides a listing of some of the more widely used HR metrics.
The training objectives:

• Gain an understanding of key HR metrics
• Be able to identify and assess the strategic and operational impact of HR metrics
• Learn the role of metrics in measuring and communicating the value
• Review the basics of using HR metrics in assessing human capital-related risks
• Learn how HR metrics improve strategic and operational decision making

Governmental and regulatory agencies have put employers on notice that they must create, maintain, and demonstrate procedures and activities that they are in compliance with the laws - and these laws are numerous. At the same time, investors, lending institutions, and third-party administrators are constantly imposing requirements upon employers that ensure resources are properly used and that results are properly reported. In this environment, organizations must be able to demonstrate compliance through objective measures. The failure to demonstrate compliance with these requirements can impose significant liabilities.

Thus, employers need metrics and measurements that are strategic, operational, and transactional. They need metrics that help them identify monetary and non-monetary risks and help them manage revenue generation, productivity, labor costs, and profitability.

Further, they need metrics that help identify non-compliance. These metrics measure the employment brand and its organization’s ability to attract and retain top performers. They also measure legal and statutory non-compliance, which may result in fines, penalties, debarments, and lost business opportunities.

This webinar discusses the transition of HR metrics to business analytics in helping organizations assess these risks and discusses the use of HR-related Key Compliance Indicators (KPIs) that can be used as an element of a continuous audit process that provides assurance of compliance.

• HR Professional
• Internal and External Auditors
• Risk Managers
• CEOs and CFOs

Ronald L. Adler, president of Laurdan Associates Inc. has 42 years of HR consulting experience and has served as a consulting expert on work force, workplace, and HR management issues for The Wall Street Journal, HRMagazine, and other publications and newspapers across the country. Mr. Adler's research findings have been used by the Federal Reserve Board, the EEOC, the National Conference of State Legislatures, the National Federation of Independent Business (NFIB), insurers, and international organizations.

Mr. Adler is a frequent lecturer and author on HR management, employment practices, and UI issues. Mr. Adler is the author and editor of the Employment-Labor Law Audit (ELLA), the internationally recognized HR auditing and employment practices liability risk assessment process.

Mr. Adler is an adjunct professor at Villanova University where teaches a graduate level course in HR Auditing. Mr. Adler is also a certified instructor for The Chartered Property Casualty Underwriters (CPCU) Society on employment practices liability and HR auditing issues and has conducted continuing education courses for the American Institute of Certified Public Accountants (AICPA) and the Society for Human Resource Management (SHRM) on HR management and HR auditing topics. Additionally Mr. Adler has served as an adjunct instructor at the Baltimore City Community College on workplace diversity and sexual harassment.

Mr. Adler is an appointee to State of Maryland's Unemployment Insurance (UI) Oversight Committee and previously served as an appointee to the State's UI Funding Task Force, the UI Advisory Committee, and the state's Workforce Training Initiative. Mr. Adler has served as a moderator at the State of Maryland's Annual Human Relations Conference and at the state's Annual Small Business Conference.