HR Metrics and Analytics

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The function of Human Resources in corporations usually includes the use of metrics and analytics through collection of data on the employees’ efficiency. HR metrics are used to quantify the cost and the impact of employee programs and HR processes and measure the success or failure of HR initiatives (Missildine, 2013). The company is able to track trends and changes with the data collected as it provides for measurement function that helps with HR planning. HR metrics measure the value of the time and money spent on HR activities in the company and together with HR metrics is the HR analytics which is the process of combining data mining with business analytics techniques to analyze human resources data (Missildine, 2013) and provide an organization with considerations for the effective management of employees and quickly and efficiently reach organizational goals. The main issue lies on whether the managers know what to measure and how measurement must be conducted. Managers are most frequently found by their subordinates unable to demonstrate a much cooperative stance in terms of telling them what information they need, using the HR metrics information included in existing reports, or even acknowledging receipt of the reports. These perceptions actually comprise the basic concern in organizations and their utilization of metrics and analytics as most managers view metrics and analytics as a simple regular task in a management policy to compute and report more metrics. There is obvious lack of communication and information regarding the assessment and report of HR metrics and the positive results in better organizational performance. Information systems help managers make different and better decisions which also include... ... middle of paper ... ...6-61. Retrieved February 12, 2014 from http://www.markhuselid.com/pdfs/articles/2003%20Becker- Huselid%20HR%20Magazine.pdf Boudreau, J. W. and Ramstad, P. M. (2003). Strategic HRM Measurement in the 21st Century: From Justifying HR to Strategic Talent Leadership. In HRM in the 21st Century, Marshall Goldsmith, Robert P. Gandossy and Marc S. Efron (eds.), 79-90. New York: John Wiley Kamoche, K. 2001. Understanding Human Resource Management. Buckingham: Open University Press. Lawler, E. E., Levenson, A. and Boudreau, J.W. (2004). HR Metrics and Analytics: Use and Impact. Human Resource Planning, 24 (4), 27-35. Missildine, C. (2013). From HR Metrics to HR Intelligence. HR Examiner retrieved February 12, 2014 from http://www.hrexaminer.com/from-hr-metrics-to-hr-intelligence/ Ulrich, D. (1996). Human Resource Champions. Boston, MA: Harvard Business School Press.
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