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Hr metrics and analytics pj
Hr metrics and analytics pj
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HR Metrics

HR Metrics Consulting provides non-traditional HR solutions to optimize employees as well as organizational performance. It is pioneer in introducing evidence based management frameworks for workforce management in Pakistan and its indigenously developed programs have been approved by Human Resource Certification Institute USA www.hrci.org for continuous professional development and recertification of HR professionals worldwide. This is an unprecedented honor for an HR consulting firm in the history of Pakistan.

HR Metrics Consulting provides non-traditional HR solutions to optimize employees as well as organizational performance. It is pioneer in introducing evidence based management frameworks for workforce management in Pakistan and its indigenously developed programs have been approved by Human Resource Certification Institute USA www.hrci.org for continuous professional development and recertification of HR professionals worldwide. This is an unprecedented honor for an HR consulting firm in the history of Pakistan.

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HR Metrics

  1. 1. www.thehrmetrics.com Provides human capital measurement solutions to optimize workforce productivity and organizational performance. Sole education partner of SHRM USA in Pakistan for SHRM-CP & SCP & recertification credit hours. Programs approved by HRCI USA for GPHR, SPHR, PHR, HRMP, HRBP
  2. 2. ABOUT US HR Metrics provides Consulting, Training, Benchmarking and Software support to use analytics for workforce management. We provide wide range of services to promote evidence based management in HR, in order to boost your workforce productivity and organizational performance. We are pioneer in introducing evidence based Analytical frameworks for workforce management in South Asia.
  3. 3. Our Vision “Our vision is to optimize industrial productivity through fact based analytical frameworks in workforce management decisions”
  4. 4. Mission We provide customized human capital management tools to leverage workforce productivity for sustainable organization and employees' growth
  5. 5. Core Values • Focus on HR effectiveness and visible impact on bottom line • Use cutting edge people performance optimization tools • Data driven solutions supported by local industry research
  6. 6. Chief Consultant Zahid Mubarik SHRM-SCP, GPHR, HRMP CEO HR Metrics President SHRM Forum Pakistan Chairman Technical Committee HR Standards Pakistan Member ISO Geneva TC 260-HR Standards Ex Member Special Expertise Panel-Human Capital Measurement Metrics SHRM USA
  7. 7. Paradigm Shift Operational to Strategic HR HR Paradigm Shift towards Strategic Business Partner
  8. 8. View Big Picture Mental model of the end-to-end system. Past, present, future. Understand Business How people management IMPACTS the business goals and strategy Understand connections . Where is highest pay off. What will be the impact to change something Think Critically. Get Convergence and Alignment. Break things down to root causes. Measure, Analyze and correct “You can have facts without thinking but you should not be thinking without facts” Ways to Become Strategic
  9. 9. Why HR Metrics In today’s economy, 18-55% of operating cost in organizations goes to human capital management. In an increasingly dynamic environment led by cost-cutting and tight budget justification, the role of HR is increasingly becoming critical to the organizational success. Shareholders and CEOs measure results. They are interested to know how the investment in human capital impacts the top and the bottom line of the organization. HR leadership is expected to have rigorous, logical, and principles-based framework for showing connections between human capital investments and organizational success. Numbers are the universal language of business as they are expressed in the unit, which is easily understandable. Business leaders prefer to take decision on measurable, verifiable, objective data, rather than subjective gut feelings. HR's traditional model of using gut feeling and impulsive emotions for workforce decision making is woefully inadequate. A key responsibility of HR is to articulate the logical connections between progressive HR practices and organizational performance, and demonstrate those connections with data and ratios.
  10. 10. Key Reasons for Human Capital Measurement Help in gap analysis, benchmarking and action planning to achieve Help in assessing the financial outcome of an HR investment for decision making Quantify HR contribution to the bottom line in verificable financial terms Can be used as measurable KPIs to determine the efficiency, effectiveness and outcome of HR practices Upgradation of HR Professional knowledge with achivement of Organizational Objective
  11. 11. Organization Productivity Recruitment and Selection Talent Retention Training and Development Career Growth and Leadership Development Employee Relations Strategic Performance Management Human Capital Spending HR Impact on Business
  12. 12. Measurement Areas Hiring Retention Learning Career Growth Leadership Development Employee Relations Performance Management Reward Management HR ROI Organization Productivity
  13. 13. Measurement Dimensions Benefit Volume Cost TimeQuality User Satisfaction
  14. 14. Cost per hire Time to hire Numbers hired Premature Turnover Performance Index Compensation per staff Time to respond to a request Number of grievances Litigation rate Employees satisfaction Index Cost per trainee Training Hour per Staff Numbers trained Below acceptable skills Supervisor Satisfaction Index Cost of Turnover Turnover by Service Tenure Voluntary turnover rate Positions without ready backup Turnover reasons follow up HIRING SUPPORTING DEVELOPING RETAINING COST TIME VOLUME QUALITY USER SATISFACTION DIMENSIONS Financial Gain/Loss Financial Gain/Loss Financial Gain/Loss Financial Gain/Loss FINANCIAL IMPACT An Example
  15. 15. Activity to Outcome Measurement EFFICIENCY Volume Time Cost EFFECTIVENESS Quality User Satisfaction OUTCOME Financial Impact
  16. 16. Measurement Methodology Justification Data/Metric Analytics Gap Analysis Benchmarking Financial Impact
  17. 17. Levels of Measurement
  18. 18. Financial Gain/Loss to Business Cost-Benefit Analysis • $ Time • $ Cost • $ Volume • $ Error • $ Satisfaction
  19. 19. Measurement Benefits Logical Measurable Practices Impact Product Development Improve Customer Service Increase Market Share Boost Share Price
  20. 20. Human Capital Measurement Analytics Software www.hcmanalytics.net
  21. 21. Obstacles to Measurement
  22. 22. Following organizations arranged this intervention
  23. 23. Engineering Ltd Chairman Abdul Razak Dawood (Former Minister of Commerce) and CHRO Dr Sitwat Husain GPHR
  24. 24. Leasing Ltd Orix Leasing Limited CEO Teizoon Kisat with C Suite CHRO, CFO, COO, Head Risk, Audit, Sales
  25. 25. Pharma Pakistan Searle Pharma Pakistan CHRO Athar Iqbal with C Suite
  26. 26. Pakistan Poverty Alleviation Fund CEO Qazi Azmat Isa with GMs and SMs
  27. 27. Point to Ponder Business is always interested in outcome of HR interventions. Even if you are using HR Metrics in your organization, Please review whether you are measuring only EFFICIENCY and ACTIVITIES or EFFECTIVENSS and OUTCOME also?
  28. 28. Please contact for assistance www.thehrmetrics.com info@thehrmetrics.com +92-51-4939069

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