IntroductionOrganization XYZ is a business enterprise in the Information Technology sector. It has many employees working at its various departments. In this regard, the human resource management is a vital component in the company. One of the human resource elements that the department finds useful is the workforce measurement and business reporting. Moore points out that “for human resource (HR) professionals to have a real impact in their organizations and be recognized as value-added business partners, they must appreciate that data collection, reporting and analysis need to become an integral function within the human resource department” (pg 42).
This document, therefore, is an exploration of the workforce and business reporting that organization XYZ undertakes, while emphasizing on the following points: Workforce key performance indicators, Workforce performance reports that are generated, HR return on investment measurement required, Benchmarking undertaken, Continuous improvement that has been initiated as a result of the benchmarking data, HR measurement and reporting, Alignment of workforce reporting with organizational performance and strategic objectives, Any gaps in measurement and reporting that you have identified and recommendations for change/improvement, The value and benefits of a comprehensive, integrated human resources measurement and reporting system. Organization XYZ emphasizes on workforce performance measurements including measurement on workforce and management profiles.
On these measurements, various indicators are evaluated in relation to their contribution to the productivity of the organization. Workforce key performance indicatorsOrganization XYZ looks at several indicators in the measurements of its workforce performance against the company’s goals and initiatives. These metrics revolve mostly around the management and engagement of the workforce. They include Employees’ turnover, absenteeism, training, employee relations, recruitment, talent management, workforce planning, exit interviews, grievances and discipline, workforce diversity and satisfaction, occupational health and safety, and performance management (Moore, pg 42).
The management realizes that employees' turnover could be detrimental to the general productivity of organization XYZ (Billikopf). This ratio (employees turnover), which compares the number of staff exit from the organization to the total number of staff within a given period, points out to the costs that the organization incur when employees terminate their work. The costs resulting from this factor stem out from the staff selection process, staff orientation, and training these new employees.
A study by Morrowa, et. al. reveals that there is a relationship between employees’ turnover and the productivity of an organization (p. 373). Absenteeism is another significant workforce metric that affects both the performance of individual employees and the overall performance of an organization. Absenteeism might be considered a qualitative measure; nonetheless, in measurement of workforce performance, numerical elements such as number of days absent are considered. This indicator further involves numerical figures indicating factors such as percentage of lost time, the cost to the company in figures.
. Exit interview refers to a typical meeting involving an employee leaving an organization, usually voluntarily, and a human resource personnel or a representative. Such interviews or rather surveys allow organizations to collect data that would be useful in enhancing the working environment as well as in retaining staffs. Additionally, this process allows organizations to mitigate litigations, which are usually costly to organizations.