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Event Calendar / Measuring Talent Management Effectiveness: Beyond Quality of Hire
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Measuring Talent Management Effectiveness: Beyond Quality of Hire
Talent acquisition and retention are critical human resources management functions, but both the acquisition of talent and subsequent retention of talented employees are complex processes involving a sequences of interrelated decisions controlled alternatively by job seekers and organization decision makers. Consequently these processes require metrics and associated analytics that can support the component decisions necessary to both understand opportunities for improvement and then guide and evaluate the effectiveness of changes in talent management practice driven by these data.

Quality of hire and turnover rate are two measures that are often proposed as a means of assessing talent management effectiveness but these measures typically offer limited diagnostic information. When hire quality is low or when turnover is high, they offer limited information about where change is needed or insight into its potential value. Developing systems of metrics and analytics to improving talent acquisition and retention effectiveness requires an understanding of these decisions and a framework of metrics and analytics supporting organization decision makers’ actions in their roles as decision makers and decision influencers.

In this session we discuss how effective talent management requires rethinking what it means to be effective and then moving beyond the limitations of historic metrics to offer greater practical insight for managers. In this discussion we examine both the importance of thinking clearly about the outcomes of interest and how conceptually correct metrics, even if they are not perfectly accurate can improve overall decision effectiveness—the fundamental requirement for getting a return on any HR metrics or workforce analytics effort.
05/31/2012 11:00 am o'clock
05/31/2012 12:00 pm o'clock
Kevin Carlson

Webcast information

Who should participate:

This session is for anyone involved in talent management from the C-suite to first line supervisors with authority to hire and fire. The session will be particularly useful for individual responses for development HR metrics and workforce analytics efforts and people who supervise individual with those responsibilities.

What you will learn:

Attendees will be introduced to a system of metrics and associated analytics that can be used to form the foundation for evaluating staffing effectiveness for all positions in all organizations, but which has it greatest utility in high volume recruitment and hiring. Tactics for deploying these metrics and analytics in organizations with analytics capabilities from novice to sophisticated will be discussed. In addition, we discuss how these systems of metrics can be used to build toward better estimates of ROI.

Recommended Resources:

Carlson, K. D. (2011). Getting a return on your HR metrics and workforce analytics investment, Workforce Solutions, August-September, 43-44. Carlson, K. D. & Connerley, M. L. (2003). The Staffing Cycles Framework: Viewing Staffing as a System of Decision Events. Journal of Management, 29(1), 51-78. Carlson, K. D., Connerley, M. L. & Mecham, R. L., III. (2002). Recruitment Evaluation: The Case for Assessing the Quality of Applicants Attracted. Personnel Psychology, 55(2), 461-490. Connerley, M. L., Carlson, K. D. & Mecham, R. L., III. (2003). One view of differences in applicant pool quality and their value: Examples from college recruitment. Personnel Review, 32(1), 22-39. Carlson, K. D. & Kavangh, M. (2012). HR metrics and workforce analytics. In M. J. Kavanagh, M. Thite, & R. D. Johnson (Eds). Human Resource Information Systems: Basics applications and future directions, 2nd edition, Chapter 7, (pp. 150-174). Thousand Oaks, CA: Sage Publishing. Fitz-Enz, J. (2010). The New HR Analytics: Predicting the Economic Value of Your Company’s Human Capital Investments. New York: American Management Association. Hubbard, D. W. 2007). How to Measure Anything: Finding the Value of Intangibles in Business. Hoboken, NJ: John Wiley & Sons, Inc.
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