HR METRICS MEASURING THE VALUE

1. HR METRICSMEASURING THE VALUE Casting light onto the value that HR brings Elena Novikova 25 September 2012, Moscow AmCham Annual HR Conference

2. GROWING IMPORTANCETALENT ACQUISITION ROLES • Beyond recruitment, T&D, career planning, retention • Raising the bar on the level of talent coming into the organization (graduate recruitment, HR branding) Elena Novikova, Hays, Moscow 2012 Presenter's name & Date. 2003 users: Go View Header & Footer to edit text / 2007 users: Go Insert Header & Footer to edit text

3. CLOSER TO BUSINESSHR BUSINESS PARTNERS Strategic outlook and tactical excellence Creating trust relationship between HR, staff and management Role that needs clarification Elena Novikova, Hays, Moscow 2012 3

4. MEASURING HR SUCCESS • MAKING DATA MEANINGFUL Presenter's name & Date. 2003 users: Go View Header & Footer to edit text / 2007 users: Go Insert Header & Footer to edit text

5. 4 OUT OF 10 Chief Executive Officers get comprehensive operational data on labour costs*.ONLY 12%Receive complete data on return on investment on human capital*. • * PwC 15th Annual Global CEO survey Presenter's name & Date. 2003 users: Go View Header & Footer to edit text / 2007 users: Go Insert Header & Footer to edit text

6. TRADITIONAL HR METRICS Labour turnover, absence levels, retention and recruitment, performance, pay distribution, training costs Data per se does not provide value. It has to be meaningful and relevant, put into business context it helps organisations understand the drivers behind performance improvement, innovation, employee engagement, talent development and acquisition Elena Novikova, Hays, Moscow 2012

7. CONTEXT MATTERS • “It’s not the metric that’s important, it’s the contextual understanding and explanation that makes it important and meaningful.” • - Angela Baron, Chartered Institute of Personnel and Development (CIPD) Hays Journal, Issue 3, 2012

8. FOCUSED HR INITIATIVES THAT POSITIVELY IMPACTS THE BOTTOM LINE • McDonald’s reports globally about 20 different operational HR metrics, covering areas including staffing levels, labour turnover, hiring rates and training outcomes. It also assesses employee engagement every three months and conducts a business-wide employee survey. • As a result, HR initiatives are focused on continuous enhancing these metrics. Elena Novikova, Hays, Moscow 2012

9. Best practice reporting • Make sure data is accurate and relevant. Always consider the reason for collecting data. • Look for data that helps predict increases in performance or engagement. • Separate findings relevant to different stakeholders and explain what metrics means for them. • Split data into forward and lagging indicators. • Communicate relevant information to customers and investors, too. • Be explicit about which actions are required for the data collection. • Analyse historical HR information along with performance data. • Consider the technology used to capture data. How does this operate across branches of a global business? Elena Novikova, Hays, Moscow 2012

10. CONCLUSION • Workforce should be viewed in terms of its potential contribution and not cost Elena Novikova / Hays / 2012

11. THANK YOU