BEGIN:VCALENDAR X-WR-TIMEZONE:US/Eastern DTSTART:20191119T130000 DTEND:20191119T143000 VERSION:2.0 LOCATION:OnlinePRODID:-//Training Doyens //EN METHOD:REQUEST BEGIN:VEVENT UID:20191119T000000-1315559380-example.com DTSTAMP:20191119T000000 DTSTART;TZID="US/Eastern":20191119T130000 DTEND;TZID="US/Eastern":20191119T143000 SUMMARY:HR Metrics: 2020 Critical Issues 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 HR metrics that matter are the ones 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 the 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; should help you in assessing key compliance indicators; and should help you assess individual and organizational performance. PRIORITY:3END:VEVENT END:VCALENDAR