BEGIN:VCALENDAR X-WR-TIMEZONE:US/Eastern DTSTART:20190424T130000 DTEND:20190424T143000 VERSION:2.0 LOCATION:OnlinePRODID:-//Training Doyens //EN METHOD:REQUEST BEGIN:VEVENT UID:20190424T000000-1395130989-example.com DTSTAMP:20190424T000000 DTSTART;TZID="US/Eastern":20190424T130000 DTEND;TZID="US/Eastern":20190424T143000 SUMMARY:HR Metrics: Measuring the Critical Business Factors for Improved Decision Making DESCRIPTION: HR metrics should not be developed in a silo or owned exclusively by human resources. To be of value, HR metrics should measure the business factors that are important to the organization not just HR and should be co-owned by HR and the C-suite, other departments, and line managers. The right or best metrics are HR metrics that incorporate the input of stakeholders and contribute to informed decision-making. From this perspective, HR metrics should be predictive and action oriented. HR metrics that do not assist organizational decision making are of little value. The issue is not the number of metrics. As Albert Einstein noted: “Everything that counts can’t be measured and everything that can be measured does not count.” Thus, the measurement of business outcomes is a critical component of an HR audit process. Your organization’s HR analytics and metrics should help you assess the value and contribution of your organization’s human capital; should focus your organization’s attention on how human capital helps it achieve its business objectives; should help you measure and assess human capital management and employment practices liability related risks; and should help you assess individual and organizational performance. PRIORITY:3END:VEVENT END:VCALENDAR