Developing People, Organisations and HR Strategy

Registration and Coffee

Welcome, introduction and objectives for the two days

Angela Qureshi, Associate Director, JSB Training and Development

Why measure HR and human capital?

• Current thinking and practice: why is there a need for measurement and what are the issues?
• Strategic approach: driving your strategy forward and linking measurement to core outputs
• Human capital approach: human capital reporting and measuring the value of your workforce
• Evaluating the impact of HR interventions, policies and strategies
• Demonstrating added value from the HR function
• Using measurement as a tool to substantiate problems and assess solutions

Assessing your reasons for measuring: this session will include an exercise enabling you to become clear on the most important objectives you want to achieve through measurement.

Weighing up the measurement options: making the connection between activity and performance

• Examining the key factors that make a difference to organisational success: what should be measured?
• Strategic measurement: how do you link what is measured to your key business priorities and people strategies?
• Qualitative measures and the value of staff surveys
• Metrics and key performance indicators
• Operational measures and the performance of the HR function
• Benchmarking the organisation and the HR function: the competition, population trends and other external factors

Interpreting the information: what can be inferred from the results?

• Validity and reliability of data: what conclusions can be drawn?
• Impact assessment: measuring the effectiveness of policies and strategies

Practical session: what benefit is derived from your current measures?

A review of your current measurement practice and discussion of the implications: What does your organisation measure now? Who reviews the data? What do you achieve as a result? Is it a worthwhile exercise?

Case study: Measuring HR's Successful Key Performance Indicators

Mark Doughty, former Global Organisation Development Director at Motorola

• Aligning HR work to organisation success
• Aligning HR Strategy to organisation strategy
• Key levers that measure value 

Establishing a culture of measurement and developing a measurement framework

• Assessing what to measure within your organisation
• How much data and to whom should it be provided: creating an effective performance measurement reporting framework
• The audience for the data and how they will use it: building stakeholder commitment to action
• Presenting and communicating data for the audience's attention
• Understanding how to retrieve data and assess resource requirements
• Software: the pros and cons

This session will include an exercise to develop further thinking on requirements to create a performance measurement framework for your organisation and stakeholder commitment to action.

End of day one