Wanted: Faster, better, metrics

first_imgWanted: Faster, better, metricsOn 2 Mar 2004 in Personnel Today Related posts:No related photos. Keith Rodgers, Co- founder of Webster Buchanan Research, a companyspecialising in IT and human capital management research www.websterb.comSoftware tools exist to provide organisations with better workforceintelligence, but HR analytics – and HR’s use of them – still have a long wayto go. When the history of the HR technology industry is finally written, one bigchapter deserves to be reserved for ‘wasted opportunities’. And somewhere nearthe very top of the list should be human capital reporting and analysis. For years, leading enterprise HR software vendors have offered analyticaltools that give organisations better insight into workforce planning andperformance management. And for as many years, large numbers of customers havesteered clear of them. Part of the blame lies with the software industry itself – after all, if theapplications really were ‘must-haves’, we’d all have them. But some of theblame must be set at the door of the HR department, as many HR metrics fallshort of what business leaders need. For example, it’s important to know if thenumber of voluntary terminations at your organisation increases year-on-year,and HR will be expected to identify the problem areas, help establish thecauses and draw up a plan to tackle them. But the chief executive might wantthis put in a wider business context. For example, how does the increase inattrition affect productivity? Without this Information, it’s hard to get the interestof senior executives – and if they’re not interested, HR may as well notproduce the data. This level of analysis can seem daunting. You can correlate employee dataand model what your workforce will look like on 5 March 2006, but it takes alot of effort and, in the meantime, you’ve got day-to-day issues to deal with. The solution lies in a combination of market maturity and a healthy dose ofrealism. First, software vendors are striving to make analytical applicationseasier to adopt, so you may be able to meet many of your needs more easily thanyou think. Second, you might be able to put your existing reporting capabilityto better use – no other department uses its IT systems to its fullestcapacity, so it’s unlikely that HR does so. Finally, like many IT projects, a step-by-step approach to improvingreporting may help make your analytical projects more manageable. While it’s good to think big, it’s often more practical to start small. Comments are closed. Previous Article Next Articlelast_img read more

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