| The processes of recruitment and selection | | | | HR metrics system, the HR department of the |
| are not as easy as they may seem. Any person | | | | company can determine which of the applicants |
| who works for the human resource department | | | | would be worth investing on. |
| of any company can certainly attest to this. | | | | |
| This is because there is no definitive means | | | | Gathering and creating a system of human |
| of distinguishing which of the applicants for | | | | resource metrics for any company is something |
| a particular position would be efficient on | | | | that can be done easily; that is, as long as |
| the job from the ones who would not be as | | | | you have the proper guidelines to back you |
| efficient. If there were some sort of | | | | up. The most important thing here is to |
| definitive system of discerning such, maybe | | | | gather information about the employees. |
| companies all over the world would not | | | | However, not all pieces of information would |
| experience such high turnover rates! This is | | | | be used in developing human resource metrics |
| why human resource departments of companies | | | | at all. Weeding out the reliable pieces of |
| worldwide recognize the need to come up with | | | | information from those which are not is the |
| human resource metrics, or HR metrics. | | | | ideal here. But then, at what figure should |
| | | | the gathering of human resource metrics be |
| The term HR metrics, when you put it as | | | | pegged? The recommended figure by the lot of |
| simply as possible, refer to guidelines. | | | | recruitment specialists and experts here is |
| These guidelines are measurable and are used | | | | actually pegged at ten. With this figure, you |
| by companies to come up with cost-effective | | | | will actually come up with an effective |
| strategies that are primarily aimed at the | | | | system of assessing your company's workforce. |
| ensuring high-end performance of the | | | | |
| workforce. The operative concept in HR | | | | Another important thing to remember in the |
| metrics is employee assessment. Unless you | | | | process of developing human resource metrics |
| have years and years of recruitment and | | | | is that all aspects of the business should be |
| selection under your belt, it is actually | | | | considered. To name a few of these business |
| quite hard to assess the efficiency of an | | | | aspects, these would be recruiting and |
| applicant right off the bat. Without the | | | | retention, employee engagement, manager |
| proper training entailed in being a | | | | satisfaction, and the productivity of the |
| recruitment specialist, it is close to | | | | workforce. There are other aspects and |
| impossible to assess applicants accurately. | | | | factors to consider, of course. But the |
| There are even times when even the most | | | | underlying concept in ensuring the efficiency |
| experienced HR specialist would have problems | | | | of the human resource metrics a company would |
| going about with accurate assessment for | | | | use is actually very simple: the company |
| this! | | | | should be very goal-oriented. When a company |
| | | | knows what it wants to achieve, then |
| This is precisely why HR metrics are very | | | | distinguishing the aspects to be retained |
| much needed by any personnel working for the | | | | from the ones to let go would be certainly |
| HR department of a company. With the proper | | | | easier. |