How do you create a buzz around HR Metrics? How are you benchmarking?

HR reporting is a pulse on the organization and it is important that HR business leaders are looking at trends and creating action. The reporting we do on a monthly basis is looking at headcount, recruitment, internal movement and employee engagement at a very high level.

Most leaders aren’t interested in the report unless there is a negative spike in one of the areas. How do you create a buzz to keep leaders engaged?

Most questions business leaders always ask: how do we know if were too high in turnover, engagement is too low etc.? We can do a year to year comparison or use an often use other company data but what data are you using to benchmarks? Are these benchmarks accepted by C-Suites? Have you created risk levels on metrics?

Interested in your thoughts

Luis

Luis -

Great questions! It’s hard to create that buy-in from the rest of our organization on metrics that we know are important. Are you surveying on a monthly basis, as well? Or is your engagement survey on a different cadence?

If it’s different (e.g., quarterly, semi-annually), perhaps creating some buzz that is separate of the monthly reporting. This can also help encourage managers and leaders to drive change through a dedicated action planning process (that they are held accountable to). When they see that this is outside of traditional metrics that are just being reported on, they may be more motivated to dive into results.

Regarding the second half of your questions, there’s two types of benchmarks we have: external (how do we do compared to other industries) and internal (how have we done over time). My personal recommendation (especially to drive buy-in):

  1. Start with the external benchmarks so we know how we are doing compared to others. To really drive interest, look at industries or types of companies where you are typically losing talent. Where are our employees going to when they leave our organization? Let’s see how we are doing compared to them. You can also start creating a storyline between engagement metrics and turnover, likely continuing to drive interest.
  2. Look at your internal benchmarks. How are we comparing year to year? What actions did we take as a result of our last survey and did this actually make a difference in our engagement scores? I like to use engagement metrics as a way to track progress on any actions, trainings, or programs that have been created. Is this changing the employee experience? If so, then that’s great! Let’s continue implementing it and we’ll likely see ROI. If not, then we know that we are likely wasting valuable resources and we’ll want to adapt the programs or try something different.

With both benchmarks, you can see how we can connect those traditional engagement metrics to things that our leaders are much more interested in (e.g., ROI and turnover).

Excited to hear how this goes for you! Keep us updated.

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