Effective HR KPIs and Metrics

Presented by
Frederick S. ‘Rick’ Buchman
Executive & Performance Improvement Coach
Practitioner and Expert on Balanced Management Systems, Scorecard/ Dashboard
Metrics Applications, and Co-Author, Balanced Scorecard Strategy for Dummies,
Wiley & Sons, Inc. Sept 2007
April 7, 2015

What you will learn…
1. How to develop more effective, useful organization-centric HR KPIs
and their measures
2. How to partner with other leaders of your organization in pursuit of
superior performance
3. How to track, manage and enable intelligence around organizational
performance to support critical and timely decisions
4. How to assess and adjust the KPIs and their measurements as things
change (such as M&A, technology or alignment changes in the
marketplace)
5. How to work with leadership at a strategic level to enable long term
HR alignment and collaboration
4/11/2015 2
BLR HR Metrics Webinar – April 7, 2015
Presenter: Rick Buchman, Executive & Performance Improvement Coach

4/11/2015
 Demands on Today’s HR Professional go far beyond benefits and staffing support.
The fast pace of technology coupled with increased complexity in market and
customer penetration requires an integrated, collaborative approach to developing
and managing the human resources of an organization, in concert with the
operational and technological resources critical to the needs of the business.
 Aligning your HR strategy, and developing your Balanced Scorecard and
Dashboards is only one aspect. We will explore how tracking the KPIs and their
metrics will enable real-time decisions, as part of a business ‘system for
management’ that is critical in today’s fast-pace, technology driven business
environment.
Key considerations include:
 Ensuring your strategy, KPIs, Metrics, Scorecard and Dashboards align with the strategy
and key initiatives of the business
 Interpreting KPI metrics toward real-time performance adjustment
 Integrating balanced scorecards and dashboards into your ‘system for management’,
within your group and with other business leaders
 Designing response systems to changes in metrics
Why are we talking about this? Why now?
3

4/11/2015 4
Current Considerations – Some thoughts about what’s important
Elements of a High Performing Organization
- Leadership - Motivation / Alignment
- Talent - Positive Work Environment
Source: Understanding the Balanced Scorecard; An HR Perspective, by James
Creeland, Copywrite HR.Com 2002
5 ‘Core Principles to Effective “Talent Management”
• People Equity Framework
• Strategic Focus on Talent Management
• Align your Talent Management Practice to Trends & World Environment
• Measure Talent Manager per Business Performance
• Talent Growth
Source: Reinventing Talent Management: How to Maximize Performance in the New
Marketplace, by William A. Schiemann, published 2009 by Wiley & Sons, Inc.
Goal alignment – achieving definable Return on Investment (ROI)
To effectively achieve ROI, you must link the training experience and utilization
to the impact on the business, and allow for real-time adjustment…
Source: The Human Resources Scorecard – Measuring the Return on Investment, by Phillips,
Stone and Phillips, published by Butterworth-Heinemann, 2001

Understanding the HR Role – how important it is
to an organization
4/11/2015
Presenter: Rick Buchman, Executive & Performance Improvement Coach 5
R & D
Customer
Service
Manufacturing
Operations
Human
Resources
Finance/Admin
Purchasing/ Supply Chain
Management
Sales &
Marketing
Engineering
Executive Management
• Strategic Focus
• Operational R&R
• Tactical Actions
• Services & Support
- Competency/ Capability
- Growth & Development
- Technical Competency/
Capability

America’s leading employment law
conference with brand-new2014
Advanced Employment
Issues Symposium
19th AnnualSome HR Key Performance Indicators:
which ones are Key? Why? How would you determine improvement?
Samples of some HR KPIs:
 Staffing
 Training
 Recruitment
 Health and Safety
 Performance – focus – could be
related to work time tracking
 Employee ‘Loyalty’, Attrition
 HR Efficiency, Budget, Costs
 Compensation
 Labor Relations
 Regulation Compliance
 Employee Satisfaction
 Workforce stats
 …
 …
4/11/2015 6
Perhaps some Instructions/Guidance to
help us determine how we measure
them?
• Lean Six Sigma ‘Charter’ Guidelines:
– SMART – Specific, Measurable, Attainable,
Relevant, Timebound
• Eckerson (2007 Study) Guidelines:
– Sparse: The fewer KPIs the better.
– Drillable: Users can drill into detail.
– Simple: Users understand the KPI.
– Actionable: Users know how to affect outcomes.
– Owned: KPIs have and owner.
– Referenced: Users can view origins and context.
– Correlated: KPIs drive desired outcomes.
– Balanced: KPIs consist of both financial and non-
financial metrics.
– Aligned: KPIs don´t undermine each other.
– Validated: Workers can´t circumvent the KPIs.
What is missing?
 Alignment to the Company’s Strategic Goals
 Proactive, Decision drivers
 Forward Looking (what is coming in 3, 5, 7+ years?)
So, How connected are YOU to your CEO?BLR HR Metrics Webinar – April 7, 2015

Advanced Employment
Issues Symposium
19th AnnualSelecting Performance Indicators… First, we need to ask: what is the
Purpose of HR (i.e., expectations, performance, good/bad)?
4/11/2015 7
 Investopedia: The company department charged with finding, screening, recruiting and training job
applicants, as well as administering employee-benefit programs.
 Entrepreneur.com: The department or support systems responsible for personnel sourcing and hiring,
applicant tracking, skills development and tracking, benefits administration and compliance with
associated government regulations - A human resources department is a critical component of
employee well-being in any business, no matter how small. HR responsibilities include payroll, benefits,
hiring, firing, and keeping up to date with state and federal tax laws.
 Humanresourcesabout.com: Human Resource Management (HRM) is the function within an
organization that focuses on recruitment of, management of, and providing direction for the people
who work in the organization. HRM can also be performed by line managers.
 SearchCIO.techtarget.com: Human resource management (HRM) is the governance of an
organization’s employees. HRM is sometimes referred to simply as human resources (HR).
o A company’s human resources department is responsible for creating, implementing and/or
overseeing policies governing employee behavior and the behavior of the company toward its
employees.
o Human resources are the people who work for the organization; Human Resource Management is
really employee management with an emphasis on those employees as assets of the business.
Is it any wonder we are all a little confused? How are we supposed to identify
what is important, and pick the best performance indicators to help us see how
well we are doing?

4/11/2015
BLR HR Metrics Webinar – April 7, 2015 Presenter: Rick Buchman,
Executive & Performance Improvement Coach 8
Turnover – The ‘Metric’ Tells us only one
piece of the puzzle:
What are we missing?
The ‘So What?’ factor
The ‘What does it mean?’ factor
The ‘Why is it important to me?’ factor
What is the cost to replace key personnel that leave?
Key Question: Has the speed of business
increased today? What does this mean for
retention and turnover? Has retention become
more important lately?
(Note: as of 2006, The Wynhurst Group reported
average 22% turnover within the first 45 days of
employment. This has not changed appreciably
over the last 8-9 years…)
Take a typical HR Metric – ‘Turnover’
What does it tell us? What are we missing? Why are you measuring turnover?
What do I really want to know?!
Dissecting the metric –
Basic Turnover – Percentage of the workforce….
Further details that could be of use –
• Voluntary vs. involuntary
• Quantitative vs. Qualitative data
• Key position / Job classification – High Impact Jobs
• Business Units, Departments, Functions
• Top Performers – Industry recognized experts
• Difficult to replace / Hard to Fill / Specialized
• Tenure, time on the job
• EEO potential issues
• Other?
Analysis – learning from the data, to determine the
right action needed to ultimately reduce turnover
levels. How are you doing this now? Is it
effective? How do you know?

4/11/2015 9
Turnover Metric
Current year (Sept '05 - Aug '06) Prior year (Sept '04 - Aug '05)
23%
27%
17%
29%
17%
16%
18%
27%
16%
35%
20%
22%
0% 10% 20% 30% 40%
Total US
Private Industry
Natural resources and mining
Construction
Manufacturing
Durable goods manufacturing
Nondurable goods manufacturing
Trade, transportation and utilitites
Wholesale trade
Retail trade
Transportation, warehousing and utilitites
Information
23%
26%
18%
27%
15%
15%
16%
27%
16%
35%
18%
18%
0% 10% 20% 30% 40%
Total US
Private Industry
Natural resources and mining
Construction
Manufacturing
Durable goods manufacturing
Nondurable goods manufacturing
Trade, transportation and utilitites
Wholesale trade
Retail trade
Transportation, warehousing and…
Information
16%
16%
20%
28%
19%
14%
20%
52%
29%
56%
23%
0% 10% 20% 30% 40% 50% 60%
Financial activities
Finance and Insurance
Real estate and rental and leasing
Professional and business services
Education and health services
Education services
Health care and social assistance
Leisure and hospitality
Arts, entertainment and recreation
Accomodation and food services
Other services
16%
15%
22%
29%
18%
13%
19%
46%
31%
57%
28%
0% 10% 20% 30% 40% 50% 60%
Financial activities
Finance and Insurance
Real estate and rental and leasing
Professional and business services
Education and health services
Education services
Health care and social assistance
Leisure and hospitality
Arts, entertainment and recreation
Accomodation and food services
Other services
Source: US Department of Labor, Bureau of Labor Statistics (BLS)

4/11/2015 10
Turnover Metric
Current year (Sept '05 - Aug '06) Prior year (Sept '04 - Aug '05)
Geographic Regions
Midwest
Northeast
South
West
Ill, Ind, Iowa, KS, MI, MN, MS, Nebr, N. Dak, OH, S. Dak, Wisc.
Conn, Maine, Mass, NH, NJ, NY, Penn, RI, Vermont
Ala, Ark, Del, DC, FL, GA, KY, LA, MD, Miss, NC, Okl, SC, Tenn, TX, Virginia, W. Virg.
Alaska, AZ, Cal, Col, Hawaii, Id, Mont, Nev, NM, Ore, Utah, Wash, Wyo.
8%
9%
8%
23%
0% 10% 20% 30% 40% 50%
Government
Federal
State and Local
Total US
7%
6%
7%
23%
0% 10% 20% 30% 40% 50%
Government
Federal
State and Local
Total US
22%
17%
28%
24%
23%
0% 10% 20% 30% 40%
Midwest
Northeast
South
West
Total US
21%
18%
26%
24%
23%
0% 10% 20% 30% 40%
Midwest
Northeast
South
West
Total US
Source: US Department of Labor, Bureau of Labor Statistics (BLS)
Key questions to consider (among others…):
- How well are we doing as compared to others?
- Are there special correlations regarding geography, industry, or competitors?
- How soon are we experiencing turnover (within the first 45-60 days, for example)
- How long does it take to replace someone? Was their departure preventable?

4/11/2015 11
Improving performance– The goal: To reduce Turnover
 The right metrics - Measuring and comparing Turnover with sufficient detail
could enable getting to and resolving the ‘root cause’ of the turnover
 Opportunities to address turnover might include
- Reviewing compensation and benefits packages
- Stratification of the data might point to higher than normal levels related to
organization, industry, or type of work or skills and succession planning involved
- Feedback data through surveys, interviews and personnel history
- Understanding voluntary vs. involuntary reasons for leaving
- Reviewing retention vs. recruiting vs. hiring policies and practices (i.e. on-boarding
is a continuous process, not just a 1-time thing)
 Continue to collect and assess both quantitative (data) and qualitative (causal
information) and look at both in determining additional opportunities,
insights and discoveries
Turnover Metric

A word on KPIs and Metrics
Key Performance Indicators (KPI) and Metrics are NOT equal
 KPI: An indicator of performance
 Example: Employee turnover, workforce competency/ capability, EEO, Diversity…
 Metric: A selected measure of a KPI that provides useful and timely information
that enables tracking and a timely correction/adjustment decision response
 Examples:
 For Turnover, metrics could include specific numbers and types of employees,
departments, or job types that trend to a higher turnover, that could be correlated
statistically in real-time over time
 For Workforce Competency/ Capability, metrics could include skills capability
achievement levels for specific ‘critical’ jobs, related to current or future products /
services.
4/11/2015
Always select your KPIs first from a business intelligence perspective, and then look
at what it is you need to know, in order to determine how you want to measure each
specific KPI. A good test is to ask, after a little while, whether having that metric is
helping you manage the company better… if not, get a better metric that does.

HR – Key Performance Indicators
HR – KPI Considerations – Two Kinds of Intel:
 HR Capability Requirements of the Organization
 Technical skills, knowledge and competencies to design, produce, deliver,
and support the products and services
 Other skills and capabilities necessary – leadership, project management,
functional competencies (i.e. financial competency, systems thinking,…)
 HR Practice skills, knowledge and competencies – Career planning/
employee development, coaching/facilitating, problem solving, conflict
management, Communication skills, …
 HR Processes & Systems
 Those processes which the HR department/group manages and executes
to support the organization – staffing/hiring, resource planning, training
and development,, compensation and benefits, performance appraisals,
personnel data management, labor relations, succession planning, …
4/11/2015 13
Source: The HR Scorecard – Linking People, Strategy and Performance, by Becker, Huselid and Ulrich, HBS
Press, 2001

A ‘System for Management’ – What are we talking about?
4/11/2015
Business Process
Performance
Employee Knowledge,
Skill and Competencies
Customer
Satisfaction
and Focus
Financial
Performance
Competitive Advantage
Per Delivery Plan
First Time Right
Exactly as Ordered
Excellent Condition
Cost Management
Good ‘Handoffs’
In-Process Checks &
Great Quality
First Time Right
Customer Focus
Product Understanding
Process Understanding
Business Knowhow
Teamwork & Feedback
Continuous Improvement
Revenue Profitable
Margin Cost Management
On-Time Works Great!
Great Price! Durable
Market Share Business Growth Shareholder Value
14
Loyalty Selective
Confident Responsive

4/11/2015 15
BLR HR Metrics Webinar – April 7, 2015 Presenter: Rick Buchman,
Executive & Performance Improvement Coach
1. Employ a ‘System for Management’,
- Strategy Definition, Direction, Mapping
- KPI, Metrics, Scorecard and Dashboard design and installation
- Relevant, timely measurement, tracking, ‘triggers’ for key decisions
2. Ensure visibility to the critical metrics that show shifts in performance as they are
happening, and that trigger decisions points
3. Design and implement a quick, responsive decision process that provides flexible,
innovative and practical contingency planning and execution, consisting of several
key elements (among others..)
a. KPI, Metric, Scorecard and Dashboard ‘Intelligence’ feed and consolidation for:
Timely detection (see it),
Interpretation (understand what is happening and why) and
Response (preplanned actions)
b. Management ‘War gaming’ scenarios that provide for potential contingencies and what to
do if/when they occur.
c. An Effective, timely ‘Decision Process’ in place and active
d. A Feedback Process to assess and adjust the ‘Decision Process’ as appropriate to changing
conditions
A Strategic Approach to Enabling a Structured,
Effective Decision Process

4/11/2015 16
An Example
1. You want to take a road trip, across the country, about 1500 miles in total. Several key
considerations are involved:
• Purpose/Type of Trip [sightseeing, relaxation, or just get to destination] ?
• Method [Car, Motorcycle, Public Transportation] ?
This sets the ‘vision’ and ‘direction’ for how we plan and execute the trip.
2. Key Planning [Strategic and Operational Aspects]
• Mapping the strategy: Route, Miles per Day,
• Considerations: MPG, Gas Station and Hotel Locations, Quality of Route
3. Observations:
• The Dashboard gives us minute by minute status of gas, temp, water.
• The Dashboard also gives us warnings if something needs attention.
• The Dashboard does NOT help us strategically locate gas stations, hotels, rest
stops, best routes, and necessary adjustments, due to weather,….
• Additional Technology (GPS, Road Updates, …) can enable better planning, and
can guide Proactive Decisions to ensure trip success.
Pre-supposes we KNOW what to do when warning flags illuminate!
But business is much more complicated than planning a trip…

4/11/2015
What is it?
Decision Management – Combining Metrics with a Sound Business Decision
Process
What is required?
Design a Decision Process Using Metrics that enable sound, effective Human
Resource Management, based on everything we have discussed to this point.
Key Considerations:
Highlight the connections back to the KPIs and HR Metrics, and the types of
things you would be tracking, to determine the different ‘reactive and proactive’
actions critical to continued successful performance, both short and long term,
for the organization.
Key Tools:
Contingency Planning, ‘War Gaming’, Scenario modeling, Assumption
identification & challenging, Role reversal
A Critical Component – Decision Management

Advanced Employment
Issues Symposium
19th Annual
A tool to help you align your department with your
company’s strategic Goals/Objectives
“Hoshin Kanri” – linking Department Objectives to the Company,
Divisional, Regional Goals/Objectives
 Take top Organizational 3-5 Strategic Goals, look at how your divisional/ regional
goals are aligned to them. Then, take your department goals/objectives, and align
them to your divisional/ regional goals
4/11/2015 18
 You should have transparency to the
top strategic goals for each of your
department goals
 You and your manager should agree on
how performance at your department
level will impact each strategic goal up
the line (Catchball)
 You should not be working on anything
that is not connected to a strategic goal
Source: The Toyota Blog Spot, Google.com, 2014
How do you check for validation?
 Ask, if we accomplish 100% of our goals, will our portion of the strategic goals be
attained? If no, go back and see what you still need to do

Joint Accountability – HR and Senior Management
4/11/2015 19
• Catchball (Mgmt-Team Lead)
– Responsibility Assignment
Matrix (RAM)
• R&R (Roles & Responsibilities
Matrices
– RACI, Lead-Supt, RAID

Strategic, Operational and Tactical Focus – An Example
4/11/2015 20
Process Objectives Process Measurement Target
Strategic - Align strategic direction with upcoming health care
legislation
- Benchmark 'best practices' for business process
performance, and establish achievement targets,
strategies
- Overall focus on Customer Satisfaction
- Anticipated compliance, and Risk levels
- Comparison to 'Best Practices' over time
- Customer Satisfaction Indices
- 100%
- Meet or Exceed
- >98% Monthly
Operational - Comply with existing and upcoming health care
legislation
- Effectively Plan and Operate at optimum cost
efficiency - staffing levels, operational process
costs, reduced waste, …
- Business Process Compliance to Legislation
Requirements
- Staffing levels/Indices, Operational Process
Cost Indices, Waste reduction, Response,
Customer Satisfaction operational indices,
and overall Process Performance
- 100%
- Indices targes are 1.0
- Waste Reduction: 25% year over year
- Response: TBD
- Overall Process Performance: >95%
Tactical - Comply with legislated requirements for daily
operation
- Manage business and operational processes to
budget
- Meet daily, weekly and Monthly operational goals
- Ensure Customers needs are satisfied daily
- Conduct Admin functions in a timely manner
- Compliance to legislated requirements
- Compliance to budget weekly, Monthly, with
actions in place
- Goal acheivement - on/off track
- Customer Satisfaction Indices
- Cycle time, First Pass Yield, Rework and
process capability
- 100%
- 100% or better
- On track, or plans in place to recover
- >98%
- Improvement 25% year over year
Balanced Scorecard Worksheet - Strategic, Operational, Tactical
- Example: Health Care Shared Services - Business Process 'Leg'

4/11/2015 21
HR Impact: Do Unfilled positions relate to company performance?
• Open positions – impact on operational performance - Correlation between
number of key open positions as related to suboptimal performance? Studies
in the Health Care, Pharmaceutical, Governmental and Engineering industries
over the last 2-3 years have highlighted the following:
• 60% Nursing turnover the first year - Cost in the $Hundred Millions
• State and Federal jobs unfilled are increasing – Extended Hours, Inefficiency, Cost
• Lack of key Competencies and Technical Skills, and Lack of stability and
consistency for key positions driving increased costs in product and service
design, delivery and service/sustainment.
• This points to several key contributors:
• Quality of Alignment (or misalignment) of KSA (Knowledge, Skills & Abilities) to the
needs of the business, especially for the future 3-5 years
• Level of Proactivity vs. Reactivity of Process Metrics related to sustained
performance
• Competitive Advantage (benefits, bonus, working environment, …. to get (and
keep) the “best of the best”) – where do the lines cross – investment vs. return?
Acquisition, Hiring, Training & Retention are a means to an end, not an end to themselves
HR Critical Considerations – Question #1

4/11/2015 22
HR Impact: Does KPI Alignment relate to Company Performance?
• Many HR Metrics are more process measures and performance (i.e. training
hours on specific subjects, attendance, performance appraisals, recruiting
cycle time, grievances, turnover, …).
• Directly Aligning these to Strategic Goals, Objectives, and Business
Performance Metrics (i.e. Profitability, Cost control, Cash, Capital, ROI,
OBIT/OBITA, Market Penetration) is difficult.
• We know there are relationships between:
• The right staffing and optimal performance
• Low turnover and profitability
• Technological Competency and Market Leadership
• Smooth Value Stream Performance (good handoffs, no rework, short
cycle times) and Logistical Market Dominance
• Competitive Benefits and Have High Potential Performers
• So how to we get to the right metrics, providing intelligence on KPIs?
• How about Future Goals? New Technology Products/Services?

4/11/2015 23
How good is your data?
How can you know?
How do you ensure your information is reliable?
Utilizing Measurement Systems Analysis (MSA) and FMEA
The criticality of the decisions that depend on this information demand
reliability, which requires rigorous discipline in ensuring the highest
levels of quality and accuracy.
 Resource multiple sources – validation
 Check often, always ask where the information came from, and what is the
basis for any conclusions or decisions made
 Use the ‘Smell Test’ – if it ‘smells or feels funny’, don’t just accept or act on
it, check it out to be sure, especially if it is something different or
particularly ‘interesting’.
 Apply Failure Mode Effects Analysis (FMEA) Criteria on key Decisions
Assessing Failure Severity, Probability and Detectability Risks and how to
mitigate them

4/11/2015 24
 Utilizing Measurement Systems Analysis (MSA)
 Reliability to see and interpret a single situation consistently by a
single person
 Reliability to see and interpret a single situation consistently by
multiple people
 Contributors to Variation – “Noise” factors
 Resource Reliability – get into the details, verify it works the way it is
supposed to!
 Apply Failure Mode Effects Analysis (FMEA) Criteria on key Metrics
o Is it Detectable - Can I ‘See it’ when it happens, or will I find out a
month afterwards?
o How Severe is it – What is the worst that could happen if it goes bad?
o How Probable is it – How possible it is to occur? What would increase
the chances that it might happen?
Data & Process ‘Validation’

4/11/2015 25
Wrap up
 What we covered today:
 Ensuring your strategy and systems for management align with your business
needs
 Defining KPIs and selecting & interpreting metrics toward real-time
performance adjustment
 Integrating balanced scorecards and dashboards into your system for
management
 Designing response systems to changes in metrics
 Where you can go to get more information:
 Web
 Books
 Industry Examples
 Other Resources
 Remember…..
- No ‘One’ answer for you, many different ways
- Try something, and then adjust, but get it out there soon, and don’t be afraid
to make changes and adjustments
- Keep it Simple, Clear, Effective. Use the 20 second rule…

Q & A
4/11/2015

4/11/2015 27
Your Presenter…Rick Buchman
Rick Buchman has over 26 years hands-on international strategic, operational and organizational
transformation experience, spanning multiple industries from missiles and electronics to medical
devices. A certified Black Belt and Master Black Belt in Lean Six Sigma, He has been directing business
improvement initiatives involving Strategy Planning, Lean and Six Sigma, Balanced Scorecard and
Dashboard deployment, Operations, and Organizational optimization, both internally and as a contract
consultant, supporting the automotive, electronics, semiconductor, oil & gas, electromechanical, medical
device, commercial and components industries, and working with Engineering, Operations, R&D,
Finance, HR and Legal divisions. His clients have included companies in Oil and Gas (Husky Oil,
Slumberger), Aerospace (Raytheon Corp. Hughes, Texas Instruments, GKN, & Allied Signal), Telecom
(AT&T), Automotive (Ford Motor Company, Dura GmbH & Remy), Steel (Gerdau), and several US State and
Federal Government agencies.
Rick has also taught extensively at the graduate level for major institutions, including The ‘Eli Broad
Graduate School of Management’ at MSU, and at Towson and George Mason Universities, in strategy
planning, problem solving, business management, value stream mapping, balanced scorecard and
dashboard strategies, coaching and team leadership.
A retired 28 year US Army Veteran Officer, Mr. Buchman has a B.S. in Mathematics, a M.S. in Military
Science, and an MBA and PhD (ABD) in Business, and has been featured in International Who’s Who in
Business, 2006. Rick has presented at multiple IQPC & BLR Conferences re- Operations & Staff
management systems and scorecards/ dashboards.
Mr. Buchman co-authored the Amazon Productivity Best-seller Balanced Scorecard Strategy for
Dummies, with Mr. Charles Hannabarger and Mr. Peter Economy, published by Wiley and Sons, Inc. in
2007 (English Language), and in 2008 (Dutch & German Language). This book was also just recently
voted 5th out of the ‘Top 20 Must-Read Books’ by the Channel Insider Community in May, and #2 of
Business Productivity books by Amazon in September. Mr. Buchman is also a contributing author to
Business Efficiency for Dummies, published January 2013. He is still actively consulting, currently Co-
Founder and Executive Partner at Balanced Management Systems, and resides in Louisville, KY.

Effective HR KPIs and Metrics

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