HR is expected to provide insight into data measuring workforce contribution and understand the actions suggested by these measurements to improve organisational success. Within this measurement framework, it is also imperative for HR professionals to demonstrate how their own interventions add value and impact on the business bottom line.
Typically designed as a two-day programme, we can deliver a seminar that provides you and your colleagues with a clear action plan for robust measurement of your HR initiatives and for proving worth of the HR function.
Who will benefit?
HR directors and managers, policy advisers, HR consultants and business partners, employee relations professionals, head of organisational development.
- Gain access to the most current thinking on human capital and HR measurement
- Evaluate alternative measurement options and understand how to link measured activities to business outcomes
- Assess the real value of your policies: diversity and other interventions
- Use HR measures and analysis to establish a strategic HR function
View typical programme content
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 reasons for measuring: this session might include an exercise enabling participants to become clear on the most important objectives they 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?
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.
Impact assessment: how to measure the effectiveness of diversity policies in practice
- What is impact assessment?
- What is the definition of adverse impact and how can it be avoided?
- Analysing statutory requirements and the public sector`s experience
- Examining the purposes and methods of effective impact assessment for the private sector
- Devising experiments to test your hunches
- Breaking down the impact assessment into manageable components - quick wins, pre-empting and pilots
Evaluating HR interventions and policies
- We can include a session that analyses a sample strategy for recruitment, training and development. It might involve evaluation of how to determine appropriate measures and conduct an impact assessment.
Benchmarking and comparator indicators: an exploration and evaluation of options
- Exploring the potential of alternative human capital measures and benchmarking frameworks
- How to use consultants and external suppliers to achieve value for money
Establishing a strategic HR function through measurement
- Exploring the dynamic measurement practices of HR functions with a strategic influence
- How to use measurement to enhance your HR function`s strategic role
- Building HR's skills and capability to drive and manage human capital evaluation and HR measurement successfully
Practical session: how strategic are you?
We can include a session in which participants will work through a self-assessment and needs analysis exercise to find out how strategic your HR function is and identify areas for improvement.
Case study: using human capital evaluation to reposition HR and set the human capital agenda
- Measuring the HR function`s effectiveness in meeting the changing strategic human capital needs of the business
- Using the evaluation to redefine HR`s role: shifting the focus from operational support to strategic business partner and change agent
- Using the evaluation to define and deliver a long-term programme of investment in human capital
- Repeating the evaluation to measure progress in human capital growth and HR effectiveness
Critical success factors and obstacles in human capital reporting and HR measurement
- What makes measurement ineffective or worse?
- What are the critical success factors?
- Pitfalls to avoid
- Action planning for the future: what next?