By now you’ve either decided that you NEVER want to hear another word about HRM/HRMDS metrics, or your metrics spreadsheet is ready to roll. You’ve used the highest level processes of the HRM domain model, mine or yours, as the columns and a metrics taxonomy, mine or yours, arrayed as the rows. What’s next is […]
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In my last two posts, I introduced the importance and use of metrics in the running of the HRM business and it’s HRM delivery system (HRMDS). I then introduced my HRM domain model to provide a precise and consistent terminology for the HRM processes when discussing HRM and HRMDS metrics (or any other aspect of […] In my last post, I began discussing the importance and use of metrics in the running of the HRM business and it’s HRM delivery system (HRMDS), to include those metrics needed in the service level agreements for shared services and when any part of the HRM business and/or HRM delivery system is outsourced. And please […] Since we’re already on the subject of metrics and more metrics, let’s take a deeper dive before making further investments in HRM and the HRM delivery system (HRMDS). We know we can’t improve what we don’t measure, but the dirty little secret of HRM and HRMDS metrics is that we will only get improvement in […] Thanks for coming back in spite of the math — or because of it. Now that we know what we’re trying to do, to improve revenues and profits, we’ve got to explore, getting down and dirty, what drives financial results in a specific organization. Do newer products garner the greatest increases in sales and profits? […] If the real purpose, the only purpose, of HRM is to achieve organizational outcomes, then we’d better be able to measure the effects of specific investments in HRM on those organizational outcomes. Otherwise, why would anyone trust us with a budget? The primary outcome measures for private sector organizations are revenues and profits, so we’d […] |
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