By Helen Luketic, CHRP 

Editor’s Note: This is the fourth of a six-part series.

In this six-part series, the research function of BC HRMA is providing a high-level outline of how to get started measuring HR.  The subsequent articles will delve deeper into each step in the process and explore issues that you should think of as well as tasks that you need to do. Here is a highlight of information to come:

1. Be your own personal cheerleader
2. Develop your measurement vision
3. What your organization’s strategy is telling you about your choice of metrics
4. Figuring out the gap between where you are and where you want to be
5. Moving from planning to implementation
6. After implementation there is more implementation

     PART FOUR:
Figuring out the gap between where you are and where you want to be

If your company has the drive, the vision, and metrics that match your organization and HR strategy, congratulations, you’re on your way!

Moving from vision and project planning to implementation is frustrating.  If you are staring into a bottomless ravine of metrics, you can start building a bridge with a good plan, ingenuity and willpower– even a rickety one will get you to the other side until you can build your stop-and-stare Lions Gate.

In Part 3, you determined which metrics to track.  To move forward, you will need to build a source document which describes the metrics piece by piece, the data elements required, and where the data is stored.  Good writers write about what they know and this exercise is no different. At this point in time, write about what you know in regards to your metrics, data, and processes.

Document

HR practitioners create policy and procedure handbooks so that all employees understand their entitlement and responsibilities. These documents, which are designed so everyone is on the same page and knows the expectations, allow staff to plan for their employment and management to enforce policies consistently.  The document you’re about to build has the same goals.

Documenting is the number one way to ensure consistency and continuity. Who hasn’t heard different words for the same concept?  I’ve heard turnover, attrition, and churnover used is the same way, although they all technically have different meanings.  Then consider the various interpretations of the terms “FTE” or “headcount”?  How many times have you asked for headcount and received a different number?  The reason for the inconsistency is because no one has created the ultimate dictionary to tell the reporter how to properly calculate it.

It’s your responsibility to set the definitions and ensure they are consistently applied – it’s not finance’s job to tell you how to count people, just like it’s not HR’s job to tell finance how to count money. Create, then proliferate, the standard language you want everyone to use.

Love those examples, so here’s what to document and howPART THREE – Getting Started: Developing Your Dashboard and Metrics Function..  Note that this is a continuation from the example described in

Tips for documenting

1. Create templates like the sample above that people can re-use in a standard way.

1. Draw pictures and diagrams if it’s easier to show the flow of data from entry to auditing, to reporting.

1. Write down every detail no matter how mundane or obvious; do not assume that everyone knows all these details.

1. Just like each metric, you need to make someone accountable for this document to gain the authority you need to carry forward.  In each document include:

§  Who created the document and when

§  Who peer-reviewed the document (a co-worker that edited or questioned any of the information and gives their stamp of approval that the information is true)

§  Who approved the document (the project sponsor or manager who is ultimately accountable for HR metrics and analytics)

1. Include the document effective date and the version number (i.e. v1, v2, etc.) so you know when it was last updated and can be sure that everyone is using the most recent copy.

1. Tell everyone where the document is stored.

1. Don’t worry if this is overwhelming and you don’t have the answers.  Use this tool to work towards getting the answers you need.

Once you’re working on this document, you may very well see that there are gaps in information, data, accountability and processes.  I told you implementing was frustrating!  At least now you know where your gaps are and can start working towards building that bridge.

Helen Luketic, CHRP brings more than nine years of HR experience to her current role as HRIS Analyst at Vancity, where she’s assisting the organization implement new HR systems and processes. For her innovative achievements at Vancity, Helen was the recipient of BC HRMA’s 2008 Rising Star Award. In her previous role as Manager, HR Metrics & Research at BC HRMA, she combined her CHRP, B.A. in Economics, HR information systems knowledge and experience in HR metrics to develop the HR Metrics Service and related workshops, presentations and webinars to teach HR professionals about HR metrics and benchmarking.