Business leaders don’t judge HR strategic contribution on the basis of emotional activities but by the IMPACT on the business, which is always measured in financial terms. HR traditional model of using subjective emotions and gut feelings for workforce decisions is woefully inadequate. Key responsibility of HR leaders is to relate workforce investment with respect to key performance indicators of the organization and demonstrate that relationship with data and ratios.

Numbers are the universal language of business. Organizational leaders prefer to take decisions on evidence-based data. Shareholders, board members, CEOs, CFOs all measure results. They are keen to see verifiable connections between human capital investments and leading indicators of organizational sustainability. Human capital analytics and benchmarks have thus become a differentiator between top class and traditional HR department.

International Organization for Standardization has published first global standard ISO 30414 on Human Capital Disclosure. It includes 58 metrics in 11 areas of human capital management including Compliance and Ethics, Workforce Costs, Workforce Productivity/ROI, Skills and Capabilities, Organizational Culture, Leadership, Succession Planning, Diversity, Workforce Health, Safety, Well Being, Workforce Availability and Recruitment/Mobility/Turnover.

In this course, we will be covering 15 metrics pertaining to Recruitment/Mobility/Turnover. These metrics can help talent acquisition professionals in developing a business case for improving recruitment practices within their organization which can help them obtain the right talent in the right cost at the right time for the right job.