Because I'm a glutton for punishment, I'm doing a webinar on Thursday at 2pm ET with the esteemed Steve Boese entitled, HR Moneyball: The FOT Bootstrapper Guide To Getting Started With Big Data. Join us if you can, should be fun.
You know what I realized in prepping for this session? When it comes to data, we are WAAAAAAAY to concerned about measuring what HR does in the organization. Time to fill, cost per hire, average merit increases, etc. I'm not sure anyone on the business side cares until something's broke. Then, they just want it fixed - they're not even that concerned about seeing the improvement in the metrics that we hold near and dear.
I think the more powerful track when it comes to metrics and data out of the HR function is to measure what's happening in the business, then use what you measure in the business as a reason to partner with the most powerful people in your organization to fix what may be broken.
HR Metrics - everything you measure now to show the efficiency of your HR shop.
Data/Metrics that measure how effective the business is (as well as the managers who run it):
--Hiring Manager Batting Average (how good someone is at selection - as measured by how many people stick)
--Salary Cap Utilization (a better way to talk about budget, and flexibility on budget than FTE counts)
--Revenue Per Employee (which basically sets you up for all the people ways that you can influence revenue above and beyond just firing people...)
--Turnover with a prediction angle (those who have problems with turnover are predicted to have... you guessed it... more turnover in the future)
Vanity is a bitch. Stop reporting about what you are doing and become the data nerd for the business, with a hat tip to the people side.
Nobody cares about time to fill unless there's a problem. Everyone is interested in who the best managers are when it comes to hiring.
Start making your data plays more interesting.