Dear Alan,

as I have the funny feeling that particularly in HR quite a few people consider a job done with a report sent, let me first emphasize the obvious, that no report will add anything to your performance, if not acted upon (well, or sold to the market if you are in the business of publishing reports).

In terms of reports to prepare the ground for a REAL contribution, I could think of two challenging but feasible reports:
- Skills required to implement business strategy; skills available; skills gap and options to close this gap (development, hiring, sourcing)
- Analysis of the organizational culture and how it supports / inhibits the implementation if the strategy. Recommendations of change initiatives to get a more supportive culture or of adaptions of strategy to make better use of cultural assets.

kind regards
Sven

posted 9 months ago

In addition to Greg's excellent response, I might add some metrics about the performance of your employees.
--Identified strengths and developmental needs
--Coaching plans
--360 assessments

posted 9 months ago

I'm thinking more of the angle of employer branding: the strength of your branding and reputation as an employer to attract and retain talent, what areas of improvement could be done to enhance this employer branding and a strategy to achieve desired outcomes and goals.

BTW, seasons greetings, all.

posted 9 months ago

ANother important report would be an inclusive turnover report. Basically the data would include hires and terminations for the calandar year. From this you can pick apart departments, managers, divisions, regions, etc. The data from these reports can immediately spot potential issues within the aforementioned and even lend a hand in determining training needs.

Another useful report, if you are tracking them, is employee relations cases. These I break down by complaint, resolution, department, division, region and VP/President. Again, a hugely uselful tool that can point out management/leadership issues as well as training needs.

Hope that helps!

Aurora

posted 9 months ago

You might want to also consider the following:

 ROI of employees
 COV (Cost of Vacancy)
 Giveaway / Takeaway (identify several key competitors and keep track of how many of your people are recruited into these companies versus the number of your new hires are sourced from these companies)

I hope this helps.

John

posted 9 months ago

1. Analysis of how training done in the year contributed to the business goals
2. Demonstration of ROi from training
3. Cost of staff attrition by function
4. Presentation of HR plans for coming year and how actions to be taken will support the stated business objectives

posted 9 months ago

The single ONE THING you can do in your HR department to reduce costs, more than any other implementation these days, is to form a strong (MUCH easier said than done!) telephone sourcing group within your organization that can proactively source people out of other companies that can do the jobs you need them to do for your own organization. After a year or two of this you will see a substantial reduction in the overall expenses for your group, especially in the area of third party fees paid out. That's what most 3rd parties do (at least the successful ones) anyway. It's hard though, to find people who want to work the telephone like this.

Once this facility gets mainstreamed into your org, though, the people you bring on-board as a result of this sourcing technique will make a very "real contribution to the business's performance" in the coming year!

Good luck.

posted 9 months ago

Hmm Alan...not to be too simplistic...but metrics should be agreed upon during the company goal setting process, with clients weighing in on what is important to their businesses. For example, many folks look at voluntary turnover and conclude that things are going well when it is very low. However, that could also mean that managers are not performance managing effectively!

It's really about helping your clients assess what is important to them and being able to help them track that throughout the year to ensure the outcomes are what was desired. And suggest eary interventions when the info is tracking negatively.
Shawn

posted 9 months ago

Regarding the turnover report that Aurora recommends, I have found that breakdown by years of service and age groups can be a useful indicator of potential issues. When analyzing the data this way you might for example find that most leavers have been with the company under 3 years and this could prompt you to review your induction or promotion processes.

Another area that you might consider adding to your end of year report would be an outlook on upcoming employment legislation and the impact this could have on your company.

posted 9 months ago

Interesting question, Alan. I'm not sure what to call this report, but what comes to mind is a report that shows the relationship between:

- the actual results the Business acheived in 2007, and

- the people who were playing various roles in the organization in 2007

For instance, the relationship between Sales Results and the things that people in the Sales Organization did.

Terry

posted 9 months ago