2018 NATIONAL LATINO HIV AND HEPATITIS C CONFERENCE

Transcription

1 2018 NATIONAL LATINO HIV AND HEPATITIS C CONFERENCE COLLECTING AND ANALYZING HR DATA: HR METRICS MAY 18, 2018 ~ SAN ANTONIO, TEXAS PRESENTED BY: ANN HOGAN, M.ED., SPHR, SHRM-SCP

2 HUMAN RESOURCE METRICS Time to Fill Benchmarking against others Turnover Costs Training or ramp up costs Cost Per Hire

3 + RIGHT PEOPLE IN THE RIGHT PLACE

4 + Competitive Market What does your environmental scan tell you WORKFORCE STRATEGY AND WHY IT IS IMPORTANT Gives Direction Needs Assessment Allows for planning Keeps everyone focused Allows for maneuvering and flexibility

5 LEARNING OBJECTIVES Importance of collecting HR Metric Data Analyze the results and develop a plan Commit to 3 focus areas

6 Strengths SWOT Weaknesses Opportunities Threats

7 HUMAN RESOURCES METRICS YOUR ORGANIZATIONAL PHYSICAL Heart rate Blood pressure Cholesterol levels

8 TRENDS AND FORECASTING

9 COLLECT WHAT? Turnover Tenure Cost of Hire Time to Fill Benefit Costs Workers Comp Absence Rate Employee Satisfaction Cost of Turnover

10 HUMAN RESOURCES METRICS Data Evaluation Action

11 FOCUS ON 3 AREAS

12 TIME TO FILL What does it mean? What can be done about it? Time to fill Analyzed your recruitment strategy Collecting the data

13 TENURE What does it mean? Why do people stay? Tenure How do you keep people? Collecting the data

14 RETENTION Train Managers Invest in Staff Recognize People Hire only the Best Give People the Tools they Need Make the Job Better Stay True to Your Mission

15 CONDUCT STAY INTERVIEWS A Stay Interview is a conversation between an employee and their manager or someone in a leadership position. They are conducted one-on-one and with someone who can be objective and can truly listen to what the employee is saying.

16 SAMPLE STAY INTERVIEW QUESTIONS What is the best thing about coming to work here each day? What tools can we provide you to do your job more efficiently? What makes for a great day at work?

17 TURNOVER What does it mean? What can be done about it? Turnover Do you know why people leave? Collecting the data

18 TURNOVER REAL COSTS RECRUITMENT COSTS WEB SITE AND MARKETING COSTS CREDENTIALING COSTS RAMPING UP COSTS RELOCATIONS COSTS LICENSE FEES LOSS OF PRODUCTIVITY TRAINING COSTS

19 SUPERVISOR - #1 Reason LACK OF LEADERSHIP DIRECT SUPERVISORS EXECUTIVE MANAGEMENT TEAM CEO WHY PEOPLE LEAVE FEELING AS THOUGH THEY AREN T HEARD NOT CARED ABOUT DISORGANIZATION MISSION IS GONE

20 METRICS TO COLLECT Cost Per Hire How much does it really costs your organization when you hire a new employee. Absence Rate One of the simplest HR metrics, this one gives you a look at just how many days your employees are missing and could indicate how satisfied your employees are satisfied employees usually show up for work. Benefit Cost When adding up all your benefit costs just how much are they costing the organization? This is good information to pass along to employees so they know how much you contribute as an organization. Turnover How many individuals leave during a given time frame, usually this is calculated each year. Tenure This metric allows you to find out how long a individual or a group of individuals have been with the organization. This can give you information on where you need to focus your retention strategy. Time to Fill Knowing how long it takes to fill a position can give you insight as to when you need to start recruiting for a vacancy or a retirement.

21 NEXT STEPS Evaluate Evaluate the metrics and determine your priorities to focus on Develop Develop a plan of action Commit Revise Commit to following the plan for a set period of time Revise and Adjust as necessary

22 Hire for a good fit Ask people what tools they need to do their job Ask what would make their job better Always stay true to your Mission Train your Managers on how to Manage Invest in your Staff Recognize People and Teams Communicate with People 8 ACTION STEPS TO TAKE TO IMPROVE RETENTION

23 QUESTIONS

24 Ann Hogan, M.Ed., SPHR, SHRM-SCP THANK YOU! SHRM