The Numbers Game: Nine Steps to Making the Most of your HR Metrics

If youíve taken part in HR strategy meetings or attended any industry conferences in the last few years, chances are you will have noticed the amount of time devoted to the topic of metrics. The collection and analysis of data has evolved from the preserve of a small number of dedicated number crunchers into a tangible and highly visible tool, able to play a crucial role in strategic decision-making.

However, the collection of meaningful and valuable data can still seem daunting and shrouded in mystery. So, by way of an introduction, itís worth looking at why metrics are captured in the first place.


Why bother?

Perhaps the most crucial advantage of a sound HR metrics programme is that it enables HR to converse with senior management in the language of business . Operational decisions taken by HR are then based on cold, hard facts rather than gut feeling, the figures being used to back up business cases and requests for resource. The HR function is transformed from a bastion of ësoftí intangibles into something more ëscientificí, better able to punch itís weight in the organisation. In addition, the value added by HR becomes more visible. This will become increasingly important as more and more functions attempt to justify their status as strategic business partners rather than merely cost centres.

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