Friday, June 13, 2008

Who should measure HR?

That sounds like a very simple question with a very obvious answer.

Over the last few months working with clients, I have noticed that when we as consultants go into organizations to discuss metrics something very troubling has been happening.

When we have discussions about HR metrics more times than not, OPERATIONS and CUSTOMER SERVICE management are leading those efforts.

Why is that?

Why is HR not leading the metrics projects? If we are in charge of people and their performance why can't we also measure the people and performance?

I have my own opinions, but please post your comments below!


Michael D. Haberman, SPHR said...

Well let's see. You present the following problem to the typical HR person. 100/10=? Give me the answer. Response: Can I use a calculator?

Anonymous said...

I do not have an HR background but have been immersed in the sales, business development, and professional services side of the business viewing HR from afar. If HR truly wants to be viewed as an integral part of the business (ie provided a gain or eliminating a pain) then why aren't they initiating studies? When I've worked with clients wanting coaching, training or other professional development services, HR has rarely been involved. Rather, I've worked with the executive responsible (sales, marketing, services, etc). Where was HR? Why weren't they involved? What should they do to become more visible and viable so that they are involved? Should they develop offerings based on industry research that can be presented to each department for them to consider as part of their professional development paths? Could this be done during performance reviews - assuming they're involved in those? I believe in proactively researching, offering well documented insights and researched findings will advance the "partnership" between HR and other internal departments.

Anonymous said...

I'm afraid Mike illustrates a real dilemma. The quanyitative analytic competency in HR is far below what is needed. In supporting clients in their implementation of workforce analytics we always find this to be a major stumbling block. Not a surprise to me since I've managed in HR for 20 years. However, the real dilemmma is the resistance to dive in. I hear so often - "I don't like Math that's why I chose HR" or "This reduces people to numbers; we're taking the human our of human resources". People get over it. We are not social workers; we are business people. Measurement helps us set priorities and objectives and make decisions. Without analytics our decisons are guesses based on anecdote. This behavior has left us with little credibility from our business partners, so early efforts will meet resistance. But the hill must be climbed.