Query: hr metrics

title: HR metrics and workforce analytics: it is a journey, not a destination
abstract: The main objective in adopting the use of metrics and analytics is to use the expertise of HR professionals in human resource management regarding their understanding of the best way to recruit, select, train, design, motivate, develop, evaluate, and retain employees at an organization to help achieve its goals more effectively.,The first and foremost step to generate metrics and analytics strategies in an organization is identification of existing problems faced by them. Owing to the changing environment and global requirement, the labor measurement also changes. The main focus is on the problems faced by the organization and human resources in the working environment.,Through the use of human resources measures and workforce analytics, decision makers will gain the ability to more effectively manage and improve human resources programs and processes. This in turn improves the effectiveness of the workforce and organizational performance.,Metrics and analytics is a better problem solving measure in organizations, because in any situations, decisions are made after analyzing the tactical choices.,The development of effective human resource metrics and workforce analytics is likely to be seen in the future as a very important source of competitive advantage.,The use of human resource metrics and workforce analytics improves organizational effectiveness and strategic decision making of managers that positively impact the organization's performance as a whole.

title: Role of HR Metrics in Enhancing Firm Performance of Selected UAE Airline Companies
abstract: The present study has been conducted to evaluate the role of HR Metrics in enhancing revenue and carried passengers of selected airline companies in UAE because of changing role of HR from administrative to strategic and advisory role. The study has statistically proved that HR Metrics have financial implications and can improve performance in a business organization. HR Metrics help evaluating past performance and HR Analytics help in generating information about Human Capital in an organization.

title: HR metrics and analytics
abstract: The HR practitioner field is currently awash with claims that organisations should be focusing on HR analytics as the next functional specialism. This chapter discusses what HR analytics is, what sort of analytic activities are the key 'go to' projects for analytics teams. It critically examines the use of HR metrics in HR analytics as a way of helping encourage evidence based decisions. In the process, the chapter gives an overview of different analytics tools that can be used and then raises some challenges for the HR function that a focus on HR analytics may bring.

title: HR Metrics: implementation at technical companies
abstract: The HR metrics use corporate data and convert it into sources of essential information, always directly related to human resources of the company. They are considered as a reliable tool that can contribute to effective decision making and implementation of policies related to human capital. Through HR Metrics the administration of the company can be informed of the quantitative and qualitative characteristics of the employees and their contribution to the productivity and economic results of the company. The importance of HR metrics as reliable information factors for making the right decisions is growing internationally and companies explore how they can use them to improve organizational effectiveness. However, it has been observed that HR metrics are not used implemented always effectively and only a small number of companies uses them. However, great interest in the implementation of HR metrics has been presented the last years. The majority of the HR managers have a positive view for this "new" tool and are willing to implement it, even in a pilot level initially. Furthermore, there is no reference concerning the technical companies and the use of HR metrics. In this study a comprehensive description critical review of the available HR metrics is attempted. An empirical methodological approach with focus on a case study in the construction industry takes place regarding the type, context and effectiveness of HR metrics and a qualitative analysis of data from technical companies takes place. The HR Metrics that are the most suitable to be used at technical companies are selected and analyzed according to the framework of the Chartered Institute of Personnel and Development (CIPD) The study results in the creation of a model of HR metrics for technical companies providing evidence that this model is a very useful tool for the managers in order to monitor and evaluate the main characteristics of their company concerning its most valuable component; the Human Resources.Recommendations are provided for HR policy and decision makers.

title: The Use of HR Metrics in Human Resources Management

title: HR METRICS AND WORKFORCE ANALYTICS
abstract: The capacity to effectively manage an organization's workforce limited by the type and quality of data available to managers. Better information provides a strong foundation for better understanding how HR can support the strategic direction of organizations. However, data alone are not the answer. As illustrated in this chapter, the best organizations will not simply collect more data. Instead, they will leverage data to solve key business problems. Rather than starting with the data, organizations should start with an HR or organizational problem or opportunity and determine what data are necessary to most effectively solve the problem or take advantage of the opportunity. Ultimately workforce analytics and big data are only as effective as the problems they are able to help the organization solve. This chapter offers a brief history of the efforts involved in the development of HR metrics and workforce analytics and of how these efforts have been enhanced by the advent of integrated HRIS. From benchmarking to operational experiments, the HRIS field is rapidly evolving on many fronts. These advances are changing how HR metrics and analytics are used in organizations and, subsequently, their impact on organization effectiveness. HR METRICS AND WORKFORCE ANALYTICS

title: HR Metrics and Talent Analytics
abstract: Excerpt] Once again, there is buzz about organizations working to apply numbers to managing their talent. The opportunities created by "big data' in human resources (HR) along with the continuous pressure for greater effectiveness and productivity, have renewed calls for more analytical HR management as the way of the future. But we have heard this call in HR many times. We heard it associated with HR accounting in the 1970s (e.g. Flamholtz, 1999) utility analysis in the 1980s (e.g. Boudreau, 1991; Cascio, 1981) HR scorecards in the 1990s (e.g. Becker, Huselid, and Ulrich, 2001) and HR metrics in the 2000s (e.g. Boudreau and Ramstad, 2007) Is there really anything new today or is this just the same old analytical angst wrapped up in fresh and different colorful wrappings? A cynical view of HR's analytical history may suggest recurring rounds of clarion calls for quantifiable approaches to HR, each one leading to a new dead end where the promises of greater sophistication are not fulfilled because of the limitations in the data and decision makers at whom the advances are targeted. In this chapter, however, we argue that this history is indicative of an evolving decision science (Boudreau and Ramstad, 2007) We see the combination of current technologies, past experiences, and varied analytical approaches to HR leading to a new set of emerging methods and tactics. This chapter shows that, while the field of HR is still far from a definitive resolution to its analytical challenges, we can learn from the various efforts to quantify HR, combining and coordinating these efforts to yield a better understanding of the various ways analytical HR processes build upon each other. We argue that the union of past analytical approaches to HR with a recognition of the opportunities presented today, owing to technology and data availability, culminates in what is now known as talent analytics.

title: HR Portals and HR Metrics for Intellectual Capital Development
abstract: Intellectual capital is nowadays considered a key issue when analysing critical determinants to company performance. It represents one of the main and difficult to imitate source for sustainable competitive advantage and it helps organizations, which can create, maintain, measure and leverage it, generate a superior performance. Companies, according to their strategic needs, generate a unique mix of human, social and organizational capital and exploit it to achieve their strategy. This paper intends to explore how information technology, and in particular HR portals, could help the organization to really be able to create a superior competitive advantage by leveraging its intangible assets coherently with its strategy In addition, the paper provides a deep analysis of HR portals implementation benefits, focusing on their contribute at measuring and aligning intellectual capital to company strategy. 1 The Intellectual Capital 1.1 Definitions and Dimensions Intellectual capital can be defined as the sum of all knowledge that can be utilized to boost a company performance sustaining its competitive advantage. According to Yound, Subramanian and Snell [13] two are the peculiarities of this capital which have to be considered: 1. Knowledge exists and is created a numerous levels within and outside the organization and all of it has to be considered intellectual capital 2. Only the knowledge that is used and leverage in order to create competitive advantage can be considered intellectual capital 1 I want to thank the reviewers of this paper which is at the early stages of its development. They gave me many suggestions to improve the manuscript and for time constraints I was able to adopt only some of them in this new version. Many others will be helpful for the next steps of my research.

title: HR Metrics and the Financial Performance of a Firm: A Case Based Approach
abstract: HR metrics can be a meaningful measures of HR performance in the context of total organization. This article attempts to take a case based approach to specifically highlight the linkage of HR efficiency metrics with some financial measures. The purpose of the paper is to focus on key HR metrics, taking examples from selected companies, indicating that when performance of HR system is measured and evaluated it may act as a positive reinforcing dimension in strategic value addition.

title: Magic numbers Action Research in introducing HR metrics
abstract: This insider action research project explores the effects of Human Resource (HR) measurement on the practitioners. Research unfolds in an organization where refocusing and professionalizing of HR practice is in progress. The study discusses how HR metrics was introduced in an organization, what drove the choice of initial metrics, what was the impact of its persuasive characteristics on the practitioners and its signaling effect in an organization. It discusses how HR metrics helped the HR department to effectively move from attending to short term, ad hoc operational needs of managers to implementation of long term value add operational and developmental activities that have organization wide implications. Metrics is seen as a work in progress to drive appropriate behavior within the HR team. The study thereafter identifies personal theories in practice. The study argues that maturity in people orientation and sophisticated measurement mechanics are not a prerequisite to start measuring; the initial aim of metrics may be to improve departmental performance rather than enhancing credibility with line managers by demonstrating financial/organizational impact of HR value add. Such an approach leads to overall salutary effect as influence of HR in many of its own metrics is rather weak and inconsequential. The contribution of this study is value influence matrix that identifies HR metrics in terms of value to business and influence of HR.