Utilizing HR Metrics to Illustrate & Improve Human Resource's Contribution
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Category Hr metrics and analytics training;Hr metrics dashboard; Human resource management training
Deadline: September 25, 2018 | Date: September 25, 2018
Venue/Country: Training Doyens 26468 E Walker Dr,Aurora, Colora, U.S.A
Updated: 2018-09-03 16:32:49 (GMT+9)
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OVERVIEWHuman Resource Departments have traditionally been concerned with the processing of transactions and administrative functions – often with little or no objective data to provide them feedback on:• the effectiveness of their HR processes• or the contribution that these processes are making to the organization’s business strategyHowever, many senior corporate executives are no longer satisfied with this scenario – they want HR to prove its value and effectiveness through objective data.Human Resources metrics allow HR professionals to:• be seen as business partners who are customer focused, strategic and change oriented• make greater contributions to their business’ strategic and operational plans• speak the ‘language of business’• gauge whether they are satisfying the needs of their internal customers • make continuous, meaningful improvements to HR processes• show that they are not afraid of measuring their contribution• avoid being outsourcedThis interactive HR metrics trainingwill provide an overview of frequently used HR Metrics and describe a methodology for implementing them in your HR function.WHY SHOULD YOU ATTENDHR professionals leading many of the best managed HR departments across the U.S. rely heavily on HR Metrics to guide and improve their departments' performance. They recognize that metrics offer significant benefits to both their departments and organizations.These HR professionals recognize that:• Metrics is the ‘language of businesses’. Senior leaders are seeking objectivity. They don't speak in generalities and don't make key decisions based on opinions.Metrics communicate by painting an unbiased, objective and believable picture• They are in the service business and their H.R. function can be seen as only an overhead expense until others see value from the function. They appreciate the fact that the results that they don't objectively report often don’t count• They need metrics to be able tocompare themselves to standards and ‘best practices’ in other organizations. That metrics provide early warning signals and identify performance gaps. And that it is difficult to control & improve upon any HR process that is not measured.• Metrics provide a means of increasing visibility, clarifying performance expectations and setting goals. That just measuring an HR process conveys its importance and tends to improve the performance of the process.• Since the leaders of the other functions within their organizations -manufacturing, sales, accounting, customer service, etc. - measure and report their contributions and performance, they as HR professionals should as well. At the end of this HR management training, participants will be able to:• use HR Metrics to ‘paint a picture’ and speak the ‘language of business’• gauge whether they are satisfying the needs of their internal customers• make continuous, meaningful improvements to HR processes• make greater contributions to their business’ strategic and operational plans• develop their personalized HR score card• discuss ways of strategically implementing their HR metrics dashboard• see and select from many potential HR Metrics• show that they are not afraid of measuring their contributionAREAS COVERED• The Benefits of HR Metrics to HR departments and Organizationso Reasons for Utilizing HR Metricso What HR Metrics Produce• Identifying What to Measureo Why Use HR Metrics?o The Benefits and Limitations of Measurement o The Key Question is How to Best Measure an HR Process and Whether the Result will be Worth the Cost of Measuringo What are Your Customers’ Most Important Expectations?o What HR Processes Impact/Have an Effect on These Expectations?o How Can the Performance or Results of These HR Processes be Measured?o Five Categories of HR Metricso Four Step Process for Implementing HR Metrics• Recruiting, Interviewing & Selection Metricso Cost: Per-Hire Formulao Cost: Per-Interview Formula o Time-to-Fill Formulao Offers Resulting in a Hire Formulao Quality of Hire Formulao Other Frequently Utilized Recruiting Process Measureso Human Reactions to the Recruiting Process • Compensation & Benefits Metricso Four Key Objectives of a Compensation Systemo Employee Compensation Cost Formulao Compensation & Benefits Costs as a Percentage of Operating Costs Formulao Profit Factor per Employee Formulao Revenue Factor per Employee Formulao Other Frequently Utilized Compensation Metricso Other Frequently Utilized Benefit Metricso Human Reactions to Compensation• Training & Development Metricso Training and Development’s Biggest Challengeso Developing a Training Objective for Your Organizationo The Four Levels of Training Evaluationo Training Cost Formulao Training Cost Per Hour Formulao Knowledge Change Formulao Skill Change Formulao Performance Change Formulao Other Frequently Utilized Training and Development Metricso Human Reactions to Training & Development• Retention Metrics Formulaso Average Length of Service Formulao Cost of Turnover Formulao Quantity of Turnover Formulao Quantity of Voluntary Turnover Formulao Voluntary Separation Rate by Tenure Formulao Replacement Factor Formulao Quality of Performer Retention Formulao Other Frequently Utilized Retention Metricso Human Reactions to Employee Retention & Turnover• Measuring Other HR Processeso Other HR Processes for Which You Might Like to Have HR Metrics• Strategically Implementing Your Action Plan & HR Dashboardo Creating Your HR Dashboardo Four Key Summary Questionso Questions for Taking the Next StepsLEARNING OBJECTIVESThere are two strong forces behind the growing movement toward the use of HR Metrics – this is true for large organizations like IBM, Fed Ex, Southwest Airlines, etc. as well as any of thehundreds of smaller organizations that have turned to HR Metrics.• An External Force: senior management is expecting HR to be more actively involved in the achievement of business goals and contribute in visible and meaningful ways; top management wants to ‘see’ value from its HR function – without ‘seeing’ that value HR is viewed as an expense and dollars can be saved by outsourcing HR• An Internal Force: HR has been graced by an influx of bright, energetic professionals who have chosen HR as a profession, have a business orientation and want to make a visibleand meaningful impact on their businesses; they recognize that HR manages a number of processes that impact their organizations and they want to maximize and illustrate the positive impact of those processesWHO WILL BENEFIT• HR Professionals New to the Field• Experienced HR Professionals Looking for New Ideas • A RefresherFor more detail please click on this below link:http://bit.ly/2wyECJiEmail: supporttrainingdoyens.comToll Free: +1-888-300-8494Tel: +1-720-996-1616Fax: +1-888-909-1882
Keywords: Accepted papers list. Acceptance Rate. EI Compendex. Engineering Index. ISTP index. ISI index. Impact Factor.
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