-
HR Metrics andAtialytics:Use and ImpactEdward E. Lawler III,
Alec Levenson, John W, Boudreau, Center for Effective
Organizations,University of Southern California
H R functions often collectdata on their efficiency,but not on
the businessimpact of their programsand practices. This is a
crucial pointbecause HR organizations that collecteffectiveness
data are more likely tobe strategic partners. If HR wants toplay a
strategic role in organizationsit needs to develop its ability
tomeasure how human capital decisionsaffect the business and how
businessdecisions affect human capital.
HUMAN RESOURCE PLANNING 27
-
Many recent articles, books, and studies arguethat HR needs to
become a strategic partner(e.g., Jamrog & Overholt. 2()()4).
Recent researchsuggests, however, that HR is not making
muchprogress toward becoming a strategic partnerdespite the belief
by HR professionals that itshould (Lawler & Mohrman, 2003a;
2003b).
Because of the growing importance of humancapital in determining
organizational effective-ness, HR can play a key role in developing
andimplementing corporate strategy and become ahigh-value-added
part of organizations (Lawler,2003). If HR can make a strong ca.se
for being animportant part of strategy development
andimplementation because of the importance ofhuman capital, why
does HR often ^ ^ ^ ^ ^fall short of being a strategic partner?At
least one possibility is becauseHR lacks the type of analytic
anddata-based decision-making capabilityneeded to influence
business strategy.One of the reasons for this may wellbe because it
lacks the right metricsand analytic models. In comparisonto Finance
and Marketing, for exam-ple. HR often falls short when itcomes to
providing metrics thatassess HR processes and practicesfrimi a
strategic perspective. It alsolacks analytic models that show
therelationship between HR practices andthe effectiveness of the
organization.
A strong ease can be made thatHR needs to develop belter
metricsand analytics if it is ever to becomea taie strategic
partner in most orga-nizations. Lawler and Mohrman(2003b) identify
the use of metrics asone of four characteristics that leadHR to
become a strategic partner. Boudreau andRamstad (2003) distinguish
between providingmore HR measures (not a strategic contribution)and
providing better logic and analytics for makingdecisions about
talent (a strategic contribution).Organizations can collect three
different kinds ofmetrics in order to better understand and
evaluatethe impact of HR activities and to influence busi-ness
strategy and business pertormance. They areefficiency,
effectiveness, and impact (Boudreau &Ramsiad, 2003).
The first kind of metric and in many respectsthe easiest to
collect concems the efficiency ofthe HR functionin particular, how
well the HRfunction performs its basic administrative tasks.
The cost per
employee for HR
administration ...
is a large enough
cost so that it is
certainly worth
measuring not
just how much isspent but how
well it is spent in
terms of the
quality and
impact of the ser-
vices provided.
The metrics that can be collected in order toassess HR
efficiency include productivity andcost metrics for the HR
luiiciion such as limeto fill open positions. HR headcount ratios,
andadministrative cost per empk)yee. A comprehen-sive set of
metrics can be prtxluced to evaluateHR's administrative activities
tbat in effect evalu-ates it as a stand-alone business.
A key issue in evaluating the data gatheredwith respect to HR
administration concerns nor-mative data. Multi-company databases
now existthat make it possible for organizations to comparetheir
metrics data with tho.se of other companies.Organizations with good
tnetrics and normativedata can make a gotnl as.sessmcnt of the
perfor-
mance of their HR function as luiad tiiini strative unit.
Organizations vary in terms of thecost per employee for HR
administra-tion, but typically the cost rangesfrom $1,200 to $1,600
(Fitz-enz.2000). This is a large enough cost sothat it certainly is
worth measuringnot just how much is spent but howwell it Is spent
in terms of the qualityand impact of the services provided.Most
efficiency-ftKused metrics arelimited in that they do not
addressthe issues of service quality and theimpact of HR services
on organiza-tional effectiveness.
The second kind of HR metricsfiKuses on effectiveness: whether
HRjirogranis and practices have theintended effect on the people or
talentpools toward which they are directed.In the case of training
and develop-ment, for example, true effectivenessmetrics should
offer information on
whether employees build needed skills not juston participation
in training pmgrams but also onemployee and management satisfaction
with thetraining provided. Measuring only participationin HR
programs offers no insight into programeffectiveness. While
satisfaction surveys can bea useful tool for gauging the alignment
betweenHR services and the opinions of HR's customers,they fall
short of providing the needed insightsinto the real impact of HR
programs and practices.
A potentially meaningful set of effectivenessmetrics for the HR
function concems talent andtalent management. In most corporations.
HR hasthe lead responsibility for acquiring, developing,and helping
to deploy talent. In order to assess
28 HUMAN RESOURCE PLANNING
-
how well organizations are carrying out thisresponsibility,
measures of talent quality, talentdevelopment, and talent
deployment are needed.Typical metrics in this area include measures
ofthe strategic skills and core competences embodiedin the work
force, as well as metrics that classifyhow well pivotal jobs are
filled and the type ofdevelopment activities that are taking place
forcritical talent. A strong case can be made that tal-ent metrics
need to be updated regulariy so thatorganizations have ongoing data
with respect tothe condition of their human capital.
Human capital metrics potentially can andoften should influence
the development andimplementation of business strategies.
Businessstrategies that make incorrect assumptions aboutthe ability
of an organization to staff critical jobsand develop new areas of
expertise that supportthe strategy are obviously doomed to
fail.Similarly, organizations that are not staffed withthe right
talent will have great difficulty imple-menting new strategies and
organizational changes.
Finally, metrics having fo do with developingand optimizing the
capabilities and the core com-petencies of the organization can be
collected inorder to measure the impact of HR programs andpractices
(Lawler. 2003). Impact in this casemeans demonstrating a link
hetween what HRdoes and tangible effects on the
organization'sability to gain and sustain competitive
advantage.Operational effectiveness impact metrics mightfocus on
changes in the pertormance of businessprocesses (e.g.. reduced
defects, increased speed,more frequent innovations) that occur when
thequality of talent is improved or when new HRpractices are
introduced.
Although the development of organizationalcapabilities and core
competencies is typicallynot the sole responsibility of HR, HR
needs toand usually is expected to play a key role in shap-ing and
developing them. Both are highly talent-dependent for their
development and both involvethe development of organizational
social capitaland individual skills and knowledge. These areclearly
areas where HR has a potential role toplay and where it can
actively influence howquickly and effectively an organization
developsits capabilities and competences.
The use of analytics in order to understand theimpact of HR
practices and policies on organiza-tional pertormance is a powerful
way for HRfunctions to add value to their organizations.
Statistical techniques and experimental approachescan be used to
tease out the causal relationshipbetween particular HR practices
and such perfor-mance metrics as customer satisfaction, salesper
employee, and. of course, the profitability ofparticular business
activities. In many respectsthe "Holy Grail" for HR functions is
the abilityto show the bottom-line impact of their activities.This
is a powerful way to increase HR's inlluenceon company business
decisions and future busi-ness strategies.
Several things are required in order to performthe kind of
analytics that show a relationshipbetween HR practices and business
outcomes.First., the right HR metrics are required. But met-rics by
themselves are not enough: Good analyticmodels and valid measures
of company perfor-mance are required. HR needs to be able to
bringdata and data analysis to the strategy table thatshow how
human capital management decisionsaffect organizational
performance. It needs to gofar beyond simply showing that HR can
reducethe cost of HR administration and improve thequality of
service. Doing this is not a high-value-added function in most
coiporations. Providingdata about the strategic readiness of an
organiza-tion to execute a strategy is high-value-added, asis
identifying what an organization needs to do toimplement a
strategy.
A number of studies have investigated thepotential for HR
practices to be strategicallyimportant. For example. Becker and
Huselid(1998) found a relationship between HR practicesand firm
performance. Lawler and Mohrman(2(X)3b) have shown how various
features ofthe HR function relate to HR's role as a
strategicpartner. An enormous amount of normativewritings concern
the role HR should play. Thereis no question that HR executives
feel HR shouldplay a key strategic role in organizations: how-ever,
there is less clarity about how metrics arecurrently being used by
HR functions and abouthow strong a relationship there is between
theuse of metrics and the degree to which HR is astrategic
partner.
In this study, we first look at the kinds of HRmetrics that are
used by organizations. Second,we examine the degree to which
analytics areused to capture the impact of HR on tbe
business.Finally, we assess whether those HR organizationsthat have
more metrics and make greater use ofanalytics are more likely to be
strategic partners.
HUMAN RESOURCE PLANNING 29
-
The StudySurveys were mailed to medium and large
corporations that are corporate sponsors ofthe Center for
Effective Organizations at theUniversity of Southern California or
were knownby the authors to have an interest in HR measure-ment. HR
executives who have positions withcorporate-wide visibility of the
HR functioncompleted the surveys. Of the surveys returned.37 were
usable, for a response rate of 38 percent.Most survey responses
came from large U.S.-based firms on the Fortune 500 list. The
surveycovered six areas:
1. The company's current and future HRstrategy;
2. The HR data the organization collects inorder to inlluence
decisions:
3. The overall effectiveness of themeasurement and analysis
system of theorganization;
4. The type of metrics and analytics collectedby the
organization:
5. How the organization uses the analytics andmetrics to assess
and understand the impactof its HR programs:
6. The degree to which the HR function is astrategic
partner.
develop business strategies, having integratedbusiness and HR
.strategics, and providing analyticsupport for business decision
making. Surprisingly,only 13 percent report extensive involvement
in adata-based talent strategy.
Exhibit I al.so presents data on how these HRfunctions see their
role in the future. It clearlyshows that these HR functions intend
to be amajor player in business strategy. Two-thirds ormore report
they plan to focus on providing ana-lytics and metrics that are
relevant to businessperfonnance and strategy. For example, 66
percent.say that an important future focus for them is topartner
with the line in developing business strat-egy. A similar
percentage say they want metricsthat provide support for business
decisions.Eighty-two percent say they plan to have anintegrated
human capital and business strategy.Overall, the HR organizations
studied, undoubtedlylike many others in large corporations, are
clearlycommitted to becoming strategic business partners.
Presence of HR MeasuresA series of questiitns a.sked whether the
orga-
nizations had particular HR measures. Exhibit 2presents the
responses to these questions. Itshows a wide variation in the types
of metrics.Most organizations have an HRIS system and
HR Operates
Great cxicnl un a 1 (not ai all) lo 3 (great extcni)
sc^e.2Imponanl focus on a I (not in piansl m l (imporiani fofus)
scale.
t'urri'ntPercentage'
KuturcPercenlage^
JjR Drives Change ManagementAnalytic Support for Bu.siness
Deci.sions
integraled Human C;ipital and Business Stnitegy
HR Develops Business Strategy
DiUii-Based Talent Strategy
23
17
23
23
15
71
65
82
66
68
How HR OperatesThe key elements of how HR organizations
operate with respect to business strategy are pre-sented in
Exhibit 1. It shows that a minorityreport they are already very
involved in strategicissues. Less than 25 percent of them are
veryinvolved in change management, partnering to
have benchmark data available on the operationsside of their HR
function. Two-thirds have cost-efficiency data and over half have
cost-of-.servicedata; however, the numbers are much lower whenit
comes to analytic information and measureswith respect to the
business impact of HR poli-cies and HR practices and a dashboard or
scorecard for HR activities. Overall, the results suggest
30 HUMAN RESOURCE Pt^NNING
-
HR Measures Available in Organizations
HRfS
Business Impact
Cost of Services
Cost/Benefit
Dash Board/Scorecard
Cosl Efficiency
Track Outsourced Activities
Impact on Workforce of HR Programs
Benchmark Data
80
34
51
20
37
66
56
56
77
Yes nn a Yes-iir-No Scale.
that efficiency measures are most prevalent;effectiveness
measures exist, but are far lessprevalent; and measures of impact
are rare.
Effectiveness of HR Metrics andAnalytics
Exhibit 3 presents data on the effectiveness oforganizations in
using metrics and analytics toaddress critical business and HR
issues. Amongpossible impact areas is a wide range of
effective-ness levels. The least effective are assessing
newbusiness strategies and possible HR programs.The most effective
is identifying high-impacttalent. When we interviewed several
surveyrespondents, they said that while they did specifywhich
talent might have a high impact on the
business (e.g., leaders, salespeople) they often didnot have a
model or metrics to determine whysome talent pools are chosen as
high-impact andothers are not.
Exhibit 4 shows the degree to which organiza-tions have the
skills and data needed to addressimportant operational and
strategic issues.Interestingly, in the case of both skills and
data,organizations are much more optimistic that theyhave the
skills than that they have tbe dataproviding more evidence that HR
often lacks thedata necessary to become a business partner.
Theinteresting paradox is that the survey respondentswe interviewed
often said that the necessary datadid exist, but was not connected
to the HR data.They noted that the right logic and analytics
for
Effectiveness of HR Metrics and Analytics
HR Practices to Peribrmance
fdenlify High-Impact Tatent
.Assess Possibte HR Programs
Idenlily Poor HR Programs
New Bu.siness Strategies
Evaluating HR Practices
Support Change Efforts
2344
17
18
17
31
37FJffclivc (II verv cITcflivt- (in LI I (elTcclivif l to 5 (ven
effctlivi^) scnle.
HUMAN RESOURCE PLANNING 31
-
HR Organization: Skills and Data
Skills: BusincNS OperalionsData; Business Operations
Skills: Business Strategy
Data: Business Straicgy
76
52
69
4ft
Slightly agree tti sirojigly iijirc'c on u I[srrongly disagree)
lo 7 (^([rongly agree) scale.
connecting HR data and business or strategymea.sures are an
essential element of success butgenerally did not have them.
Impact of MetricsHxhibit 3 presents data showing the
relation-
ship between HR as a strategic partner and thepresence of a
variety of metrics. The presence oftwo metrics shows a clear
relationship to the roleof HR as strategic partner:1. Organizations
with data that shows the busi-
ness impact of HR practices report they aremuch more likely to
be a strategic piirtner thanthose organiziitions that do not have
such data,
2. Organizations with measures of the effective-ness of HR
practices iargeted toward theworkforce show a significant
difference incomparison to tho.se who do not. Those organi-zations
that can measure the impact and effec-tiveness of their HR
practices on the workforce
are more likely to be strategic partners than arethose that
cannot.
A number of items in Exhibit 5 show differ-ences in the
strategic role of HR in companiesthat have measures and those that
do not. but thedifferences do not have statistical significance.For
example, the companies that use efficiencymetrics such as
benchmarks, cost-of-servicesmeasures, and outsourced services tend
to bemore of a strategic partner than those ihat do not.but the
differences are not statistically significant.Apparently, strategic
partners have HR data thataddress key business issues such us the
conditionof the workforce and the business impact of HRpractices
and policies. The ability to run aneffective HR organization and
having efficiencymeasures for the HR organization, althoughperhaps
helpful in making HK a credible strategicpartner, do not make the
difference that businessimpact data do, despite the fact that such
efficiency
EXHIBIT 5
HR Is Strategic Partner'
HRIS
Business Impact
Cost of Services
Cost Benefit Analyses
Balance Scorecard
Financial FitTiciency
Impact of Workforce
Outsourced Sen'ices
Benchmarks
HaveYes
5,0
5,9
5.4
5.3
5.4
5,1
5.5
5.3
5.1
MeasuresNo5.0
4.5*
4.6
4.9
4.8
4.8
4.4*
4.6
4.6
Mean: Bacd on a I (sirongly disagree) lo 7 (sirongly a&xe)
scale; *' P ^ .I).*)
32 HUMAN RESOURCE PtJ^NNING
-
Relationship to Status as Strategic PartnerCorrelations
HRIS - AccurateOutsourced Tninsaclioiis
Low-Cosl Services
Customer Service Satisfaction
Management Satisfaction with Vahie-Added
DaUi-Ba.sed Talent Strategy
.Analytic Support lor Business Decisions
Data for Driving Change
.39-.04
.23
.57*
.75*
.51*
.73*
.74*- ! 1 .(15
measures are the most prevalent metrics used byHR today.
Exhibit 6 supports the argument that HR orga-nizations tTiust
provide strategic analysis in orderto be a strategic partner. It
shows the correlationsbetween the degree to which an organization
is astrategic partner and the current condition of HRmetrics and
analytics. There are a number of sig-nificant relationships in the
exhibit. As expected.HR strategic partners have measures related
tobusiness decisions. Perhaps the most interestingrelatit)nships
aie the ones that are not significant.Specifically, having metrics
that relate to out-sourced HR transactions and having a low costof
HR services are not related to being a strategicpartner. What are
related are items concernedwith the impact of HR on business
decisions.
HR as a Strategic PartnerThe results of the study support the
model
developed by Lawler and Mohrman (2003b)determining when HR will
be a strategic partner.That model hypothesizes that an important
con-tributor to a strategic partnership relationship forHR is
having the right metrics and data. Theresuhs of the study strongly
support that hypothe-sis. HR organizations able to perform
strategicanalytics are the ones most likely to be positionedas
strategic partners.
The results suggest that not all data are equallypowerful when
it comes to making HR a strategicpartner. Having analytic data
about strategy is apowerful way to gain a seat at the strategy
table.while having data about the operation of the HRfunction is
not. Thus it appears that "aH" HR hasto do to become a strategic
partner like Finance
and Marketing is to develop better HR metricsand analytics with
respect to organizational effec-tiveness and strategy. This of
course raises thequestion of what the results indicate about
thedegree to which HR currently has the right metrics.
The results suggest that, in the firms studied,there is
considerable room for improvement whenit comes to their ability to
gather and analyze thetypes of metrics data needed in order for HR
tobe a strategic partner. They seem to have goodefficiency data
about HR operations so that theyure in a strong position when it
comes to improv-ing HR administration and to controlling its
cost.But efficiency data about HR operations is not thekind of data
that is associated with HR being astrategic partner.
What is needed are measures that itidicatewhether HR programs
and practices actuallymake a difference in the organizational
effective-ness areas towards which they are directed. Inaddition it
is important to measure whether andhow improving talent areas
actually affects busi-ness processes, resources, and, ultimately,
strategicsuccess. These two elements clearly tire the weak-est in
the companies studied. Many of them needto develop better metrics
with respect to talent,organizational capabilities, and core
competencies.They also need to develop analytic capabilitiesin
order to a.ssess the degree to which such HRpractices as talent
management have an impacton organizational performance, and the
degree towhich organizational capabilities have an impacton
organizational pertbrmance.
Because the companies studied do not repre-sent a random sample
of all companies, there is agood chance our re.sults do not
accurately reflect
HUMAN RESOURCE PLANNING 33
-
the condition of most companies when it comesto metrics and
analytics. Indeed, there is a goodchance that the companies in our
sample are wellabove average when it comes to using metricsand
anatylics. They are in the sample becausethey were already active
or wanted to be activein these areas. Thus, a study covering a
randomsample ot companies is likely to find a muchlower average
level of activity and effectivenesswith respect to metrics and
analytics.
HR in the FutureWill HR develop its metrics and analytics
capability? There are a number of reasons tobelieve it will
despite tbe belief HR's currentcapabilities in those areas are
low.HR managers clearly want to addresskey -Strategic business
issues. Tbeyalso arc awiire that ihcir HR metricsand analytics
capabilities fall sbort ofwbat is needed to address most
keybusiness decisions and business strat-egy issues. Tbus they meet
the firstcondition for change: There is a feltneed.
The growing use of informationtechnology is a clear positive
witbrespect to the ability lo change.Because most organizations
nowbave an HRIS system, enormous datawarehouses are being created.
Havingdata warehouses containing validmeasures of important HR
practicesand outcomes creates a great opportu-nity for
organizations to answer keybusiness issues with quantitative
data.Eigbty-percent of the organizationsresponding to our survey
have anenterprise-wide HR information sys-tem that could be linked
to businessdata, yei far fewer reported using metrics andanalytics
to connect HR investments to businessoutcomes.
ln general, the results are encouraging withrespect to the
future ability of these organizationsto relate HR metrics to
operational outcomes.Most of these organizations are developing
thekind of skills and dala needed to assess effective-ly tbe link
between HR policies and practices andorganizational performance;
however, it remainsto be seen whether these organizations wil!
ulti-mately develop the needed skills and data.
In order for HR metrics to drive change, the
Eighty percent of
the organizations
responding to our
survey have an
enterprise-wide
HR information
system that could
be linked to busi-
ness data, yet far
fewer reported
using metrics and
analytics to con-
nect HR invest-
ments to business
outcomes.
right analyses need to be performed. The wronganalyses can
mislead, such as when leadersassume that just because one thing is
associatedwilh another (such a.s satisfaction is correlatedwith
performance), it means that one thing causesthe other. Many
organizations do not have skillsin analysis, research design, and
data interpretationwithin the HR function. Even when these
skillsexist, they are applied only to specific areas suchas
attitude surveys or test validatioti. Where canHR go for sucb
skills if not within its own func-tion? Organizational areas that
depend on dataanalysis {such as R&D. market analysis,
opera-tions management, financial audit) often haveskilled analysts
whose expertise can be brought
to bear on tbe data and logic of howpeople and tbeir talents
connect lobusiness success. HR organizationscan forge partnerships
with theseareas in order to obtain analyticskills. In the long run,
analytic skillsneed to reside within the HR orgatii-zation itself,
and should become aniiTiportant HR competency.
There is a good possibility that aspart of the overall changes
takingplace in the HR function tbere willbe considerably more
analytic andmetrics work done and it will belpHR take on a more
strategic role incorporations. It may be an overstate-inenl to say
that metrics represent akind of boly grail tbat will help HRbecome
a true strategic partner. Butii is not an overstatement to
suggestIhat a growing focus on metrics andiiiialytics can help HR
functionsIx'come more of a player in thegame of corporate business
decisionsand strategies.
Biographical SketchesEdward E. iMwler IU is Distinguished
Professorof Business and Director of the Center forEffective
Orf^anizations in the Marshall School ofBusiness at the University
of Southern California.He has been honored as a top contril^utor to
thefields oforficinizational development, humanresources
management, orf'anizational behavior,and compensation. He has
authored over 300articles and 35 hooks, the most recent of
whichinclude: Rewarding Excellence (Jossey-Bas.'i,2000). Corporate
Boards: New Strategies for
34 HUMAN RESOURCE PLANNING
-
Adding Value at the Top (Jo.s.sey-Bass. 2001).Organizing for
High Pertbrmance (Jo.K.sey-Bass,2001). Treat People Rigbt
iJo.s.sey-Ba.ss. 2003).Creating a Strategic Human
ResourcesOrganization (Stanford Pre.ss. 2003). and HumanResources
Business Process Outsourcing (Jossey-Bass, 2004).
Alec R, Levenson is a research scientist at theCenter for
Effective Organizations in theMarshall School of Business at the
Universityof Southern California. His research focuses onthe
economics ofHR and organization design;metrics, analytics and
return on investment: and.strategy. Topics include aligning
competency.systems with strategic and bottom-line
objectives:measuring and nuLximizJng the economic valueof
leadership development, including e.xecutivecoaching: measuring the
retum on inve.stmentto globally distributed software
development:management for success in times of adversity:and
contingent work. Dr. Levenson works toimprove the quality of human
capital analyticsand increase the efficacy ofHR programs
andpractices with companies such as Booz-Allen &Hamilton,
Capital One, Cisco Systems, Frito-Lay,Motorola, Pfizer.
PricewaterliouseCoopers. andSun Microsystems. His research has been
pub-lished in numerous academic outlets and hasbeen featured in Tbe
Wall Street Journal. TheEconomist. CNN, U.S. News and World
Report,National Public Radio, Los Angeles Times,
andMarketplace.
John W. Boudreau, Ph.D.. is a professor ofmanagement and
organization, and researchdirector of the Center for Effective
Organizations,at the Marshall School of Business, University
ofSouthern California. He is recognized worldwidefor breakthrough
re.search on the bridge betweensuperior hutnan capital, talent, and
.mstainable
competitive advantage. Dr. Bottdreau consultswith cotnpanies
that .seek to maximize theiremployees' effectiveness by qmmtifying
the strate-gic bottom-line impact of superior people andhuman
capital strategies, including Bristol-MyersSquibb. Capital Oue.
Citigtmip, Corning. Dell.GE. Hartford Insurance Group.
Mattel.Microsoft. Shell International, the UnitedNations, and
Williams-Sonoma. He was a profes-sor at Cornell University for over
20 years, anddirector of Cornell's Center for Advanced
HumanResource Studies fnmi 1996 to 2003. A Eellow ofthe National
Academy of Human Resource.'*, hehas published more than 50 books
and articles,translated into Chinese. Czech, and Spanish.His work
has been featured in The Wall StreetJournal. Fortune. Business
Week, and HumanResources Management.
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