January 13, 2010

Two years ago, your company offered Bob a job, and he turned you down in favor of a newer, flashier start-up.

Now that new, flashy start-up is out of business, and Bob is back and asking for reconsideration. Should you give him another chance? What about Jane, who left your company six months ago for a competitor but now wants to come back?

Can you reliably demonstrate how much HR has contributed to your company's successes? Find out how to objectively showcase your department's achievements by joining us tomorrow for the 90-minute webinar: HR Metrics: How to Measure — and Maximize — the Strategic Impact of Your Workforce on the Bottom Line.

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Like people, companies can hold a grudge against applicants or former employees. While this may be understandable, making hiring decisions based on "corporate emotions" can lead to depriving your company of valuable talent.

Just because an employee may have left your company for perceived greener pastures in the past doesn't mean that he or she is no longer the best person for the job — especially since that person has received additional training and experience in the meantime.

Similarly, an applicant who turned down your job offer in the past may have made that decision based on misrepresentations or unfulfilled promises of a competitor. The fact that the applicant is returning to you could mean that he or she now sees, more clearly than ever, all that your company has to offer.

In the end, what matters most is how an applicant can improve the company's bottom line. More often than not, the reasons you hired or offered to hire a worker in the past will still be good reasons for hiring the person now.

Is HR Getting the Credit It Deserves?

Many HR professionals find themselves swamped with the day-to-day challenges of managing their workforces — from motivating and retaining workers to complying with federal and state employment laws and trying to dig out from mountains of paperwork that never seem to get any smaller.

Beyond these tasks, though, your CEO (and the marketplace) are judging you by a different standard: The bottom line. Is your HR department viewed by top managers as a profit driver — or a cost center? Can you truly measure the effectiveness of your HR efforts in objective, hard numbers? Have you mastered the best ways to communicate the value of HR to your bosses and the entire organization?

During this 90-minute webinar on Jan. 14, our expert speakers will teach you the dos and don'ts of using HR metrics to optimize your investments in recruiting, training, and motivating employees. You'll learn:

• Why it's absolutely critical, in today's economy, to place bottom-line values on what you do in HR
• The most important HR metrics you should measure in your organization (with detailed explanations of the math involved)
• How to build data gathering into your everyday procedures, so that the HR numbers you need will be there automatically
• Steps you can take to benchmark your HR metrics against other organizations (and to compare the numbers for your internal HR initiatives against those you outsource)
• What you can do in 2010 to begin communicating your HR numbers more effectively to your organization's top leaders and executives
• The most common mistakes employers make with HR metrics — and how you can avoid repeating them

Register now »

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