Measuring HR performance: 4 tips for in-depth analysis

La HR performance, it is the art and science of optimizing productivity employees within a company. This concept encompasses a variety of means, both strategic Whatoperational, based on a thorough analysis of the situation and the clear identification of the professional issues to be addressed.

Measuring this performance is crucial for judging the effectiveness of HR department initiatives. It also allows model the HR strategy on the general objectives of the company. HR performance has a clear impact on performance economic, social and environmental of any organization regardless of its sector of activity.

However, how can a precise and relevant evaluation of HR performance be carried out? What criteria should be adopted, which methodologies should be preferred, what tools should be used? In this article, we share 4 essential tips for an exhaustive and reliable analysis of the HR performance of your company, while taking into account the period and the account of the various HR policies and initiatives already in place.

1 - Choosing the right performance indicators

For a thorough analysis of HR performance, it is not enough to simply collect data but also to analyze and interpret it. It is crucial to select the right performance indicators, or KPIs (Key Performance Indicators), which will help you monitor and assess the results of your HR initiatives.

1.1 - Definition of HR objectives and alignment of KPIs

The selection of HR performance indicators should be guided by the clear definition of your organization's HR goals. These goals must meet SMART criteria: Specific, Measurable, Achievable, Realists and Temporal. In addition, they should be in harmony with the company's overall strategy to promote its economic, social and environmental performance.

Once these objectives are specified, it is possible to choose the appropriate KPIs to measure their achievement. These KPIs should be Relevant, answering concrete questions, Simple and easy to understand, measurable, scalable and actionable, that is, they must guide the action.

1.2 - The essential indicators to follow

HR performance indicators fall into 4 main categories:

• Recruitment and training: These indicators assess the effectiveness and cost of recruitment and training processes. Examples: recruitment time, candidate success rate, cost per hire, hours of training per employee, return on training investment.
• Performance and development: They measure employee productivity and satisfaction, as well as their progress within the company. Examples: turnover per employee, rate of achievement of objectives, employee satisfaction, promotion rate, internal mobility.
• Remuneration and loyalty: These indicators assess the impact of salary policies and benefits on employee motivation and retention. Examples: payroll, average salary, salary increase, Turnover, absenteeism.
• Diversity and social climate: They make it possible to measure respect for equality, non-discrimination, the quality of life at work and the well-being of employees. Examples: rate of feminization, representation of minorities, discrimination, accidents at work, conflicts, commitment.

1.3 - The integration of new indicator trends

HR KPIs evolve in line with changes in work and new employee expectations, which means adopting new indicator approaches that reflect current human resources challenges. Examples include indicators related to remote work, social responsibility, employer brand, collective intelligence, and innovation.

These indicators, which are often more qualitative than quantitative, require specific evaluation methods such as surveys, interviews or focus groups, thus enriching the traditional perspective with a more global and human vision of HR performance.

2 - Adopt a global and integrated approach

For assess HR performance comprehensively, it is essential not to be restricted to a single indicator or dimension. Instead, it is appropriate to consider all the elements that impact the company's performance. That means taking one approach at a time. global and integrated, conducive to a holistic understanding of HR performance, to the transversal analysis of data, and to the use of appropriate HR software.

2.1 - Promote a holistic vision of HR performance

HR performance goes beyond simple economic or financial results to also encompass social and environmental performance. It should be considered as a concept multidimensional which combines quantitative and qualitative aspects, results and processes, objectives and resources, internal and external challenges.

A holistic vision makes it possible to better understand the complexity and variety of situations, expectations and needs of the various stakeholders (managers, employees, customers, suppliers, shareholders, shareholders, social partners, social partners, public authorities, etc.). It is also crucial to effectively align HR strategy with that of the company, thus contributing to its sustainable performance.

2.2 - The importance of cross-data analysis

Adopting a global and integrated approach to HR performance requires more than monitoring indicators; it requires adequate analysis and interpretation of data. Cross-analysis, which compares and relates various indicators, is fundamental to identifying causalities, correlations, trends, strengths and weaknesses.

It allows a thorough understanding of the levers of HR performance, measures the effectiveness of actions taken, reveals areas for improvement, helps to determine priorities and to make informed decisions. In addition, it facilitates the communication of results by means of dashboards, graphs and reports, perfectly synchronized with the account of the evaluation periods defined by the company.

2.3 - Use HR software for better data integration

To support a global and integrated approach to HR performance,use of adapted HR software is recommended. These tools facilitate the centralization, structuring, security, security, processing, visualization and sharing of HR data in an efficient manner. Among these solutions are HRIS, talent management systems, and HR management tools.

The advantages are numerous:

• reduction of costs, deadlines and errors, automation of repetitive tasks,
• improving the quality and reliability of data,
• ease of access and dissemination of information,
• optimization of data analysis and retrieval,
• increased productivity and responsiveness,
• enhancement of the HR function.

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3 - Establish a culture of continuous feedback

In order to effectively assess HR performance, it is crucial to collect regularly the opinions and perceptions of employees concerning their position, their work environment, their manager, and the team in which they work. This requires the creation of a culture of continuous feedback, a powerful lever to stimulate the professional and personal development of employees, increase their level of commitment and satisfaction, and thus improve the overall performance of the company. In this regard, you can consult our article on the secrets ofUpskilling and Reskilling.

3.1 - The crucial role of employee surveys

Establishing a culture of continuous feedback inevitably involves deploying employee surveys. These offer a valuable tool to understand their opinions, needs, needs, expectations, suggestions and the problems they encounter. Examples include satisfaction surveys, social climate surveys, engagement barometers, or surveys on well-being at work.

The feedback obtained through these surveys plays a role crucial role in evaluation of HR performance, by offering the possibility of assessing the motivation, loyalty, trust of employees, of identifying the sources of satisfaction or discontent, of identifying the strengths and weaknesses of the organization, of detecting psychosocial risks, conflicts, dysfunctions, of detecting psychosocial risks, conflicts, dysfunctions, of collecting proposals for improvement, and of measuring the effectiveness of the HR policies implemented.

3.2 - Feedback management and continuous improvement

For the analysis of employee feedback to be truly beneficial, it is imperative not only to gather this information but also to manage and operate effectively.

This involves clear communication around the objectives, procedures, results and actions resulting from the surveys, the guarantee of the anonymity, confidentiality and transparency of the data collected, an objective and rigorous analysis of the data received, the presentation of the results in a clear and accessible manner, the creation of targeted and relevant action plans, the creation of targeted and relevant action plans including the actors concerned, and finally, a monitoring and evaluation of the impact of the actions taken.

3.3 - 360-degree feedback for a complete vision

To enrich the feedback obtained by traditional surveys, the use of 360-degree feedback is strongly recommended. This method consists of collect reviews of various stakeholders (managers, colleagues, subordinates, subordinates, customers, suppliers, etc.) on the performance and behavior of an individual.

360-degree feedback offers a complete and objective perspective on the performance of individuals, facilitating self-assessment, the identification of strengths and areas for improvement, the development of skills, the increase of self-confidence, the promotion of dialogue and cooperation, and finally the recognition of work done.

4 - Exploiting data for strategic decisions

Measuring HR performance in depth is a start, but it is essential to use this data to extract key lessons and convert them into tangible actions. Using this information for strategic decisions reinforces the added value of the HR function, makes it possible to anticipate future needs and to measure up to best practices.

4.1 - Transforming insights into concrete actions

Using HR data means transforming the insights obtained - that is, the knowledge and information extracted from analyses - into actions concise and targeted. This process includes prioritizing insights according to their relevance and urgency, delineate the initiatives to be launched taking into account the resources, constraints and risks, assigning responsibilities and deadlines, communicate the plans to the parties involved, and evaluate the impact of these actions on performance indicators.

4.2 - The use of predictive analytics in HR

The exploitation of HR data can be extended to predictive analysis, which instead of remaining on a description of the past and present, tries to discern the future. Predictive HR analytics involves the use of statistical techniques and algorithms to predict behaviors and trends, aiming to anticipate talent management needs and opportunities.

It allows, among other things, predict voluntary departures, absences, accidents, identify high-risk or high-potential profiles, improve the processes of recruitment, training, remuneration, and simulate future scenarios. A good way is to adopt the approach of GEPP (GPEC).

4.3 - The internal and external benchmark for a comparative evaluation

Benchmarking, or comparative evaluation, also enhances the use of HR data by making it possible to measure the performance and practices of the company compared to others. The internal benchmark compare different units within the same organization to identify best practices.

The external benchmark, on the other hand, positions the company against others, competitors or not, to establish its place on the market, be inspired or even differentiate itself.

To remember

In this article, we introduced you to 4 essential tips to effectively assess the performance of human resources (HR) within your company, during the various evaluation periods. We emphasized the importance of choosing the right indicators of performance, aligned with HR objectives and the company's overall strategy.

One global and integrated approach is crucial for getting a complete picture of HR performance. We also emphasized the need to set up a Continuous feedback culture, essential for collecting and managing employee contributions.

The exploitation of data for strategic decisions is another pillar, thanks to the use of tools forpredictive analytics and benchmark. Finally, adopt adapted HR software is fundamental to centralize, process, visualize and share HR data, making the process more fluid and efficient.