HR Profession: Questions and Responses, Essay Example

Presented herein are two among the most effective HR metrics that could be applied by the chosen organization:

1. Engagement or Satisfaction Rating: this particular qualitative HR metric measurement specifically involves the measurement on what percent of employees engaged in the organization are actually satisfied with their positions and how their skills are relatively in par with the condition of work required from them. This also aims to provide an indicative note on how the workplace affects the performance of the people.
2. Percent of Performance goals met or exceeded: This HR metric system is calculated through using the formula where the total number of performance goals completed is divided with the total of the overall performance goals.

These particular metrics provide distinct information on how much satisfied the workers are thus motivating them to working at a much better pace. Through this system, it could be considered that the concerns of the employees are given high attention by the HR management.

ESR (Engagement Satisfaction Rating) provides a great advantage on defining what motivates the people to work further based on what satisfies them at work. However, it is not able to measure the actual performance of each employee based on yielded results. This is why the support of PPG (Percent of Performance Goals met or exceeded] is expected to be a good partner for the application of ESR as it gives proper definition on what goals have been met and what motivated the people the most towards such success of fulfillment of goals. These metrics do not only empower the people; they also make sure that the connection of the employees with the administrators is strengthened through responding to specifically stipulated goals within the organization.

Considerably, applying these procedures would require the HR personnel to be effective and well versed in handling qualitative and quantitative HR metrics design. Being well-versed in both shall allow the HR personnel to be more specific and accurate in analyzing the data collected, hence improving the overall performance of the organization and its people.

References

Elwood F. Holton II, James W. Trott, Jr. .(1996). Trends Toward a Closer Integration of Vocational Education and Human Resources Development, Journal of Vocational and Technical Education, Vol. 12, No. 2, p7.

Kavanagh, M.J. & Thite, M. (2009). Human Resource Information Systems: Basics, Applications, and Future Directions. Thousand Oaks: Saga Publications, Inc.

Lawler III, E.E., Levenson, A., & Boudreau, J.W. (2004). HR Metrics and Analytics: Use and Impact. Human Resource Planning, 27(3): 27-35.

Lockwood, N. (2006). Maximizing Human Capital: Demonstrating HR Value With Key Performance Indicator . HR Magazine, 51(9): 1-10.