Despite numerous books, seminars, practical experience and comprehensive software solutions, many managers sometimes make the situation outlined above difficult for themselves:<\/p>\n
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- For example, HR metrics and indicators are sometimes not derived from the corporate and HR strategy.<\/li>\n
- HR-related standards are often not consistently incorporated into the selection of relevant HR metrics and reports.<\/li>\n
- Analytic Process Automation<\/a> is underestimated in terms of RoI and ease of use.<\/li>\n<\/ul>\n
John Naisbitt, an American futurologist, once said: “We are drowning in information but starving for knowledge. In this article, I therefore focus on some success factors with regard to HR reporting.<\/p>\n
Derivation from corporate and HR strategy<\/span><\/h2>\n
Strategy development affects a company on several levels: on the corporate level, the business unit level and the functional level – in our case HR.<\/p>\n
In two articles – “Strategic courage in VUCA times<\/a>” and “Strategic HR – also in execution<\/a>” – I have already dealt intensively with the development of an HR strategy.<\/p>\n
It is of central importance that this strategy is operationalized with the help of an HR scorecard<\/a>, a Hoshin Kanri approach<\/a>, or by means of OKR<\/a>! Here, personnel-related standards as well as the Human Capability Framework developed by Dave Ulrich<\/a> should be integrated.<\/p>\n
Integration of personnel-related standards<\/span><\/h2>\n
The following illustration of the development of personnel-related key figures comes from Vanessa Sacco:<\/p>\n
![\"HR](\"https:\/\/www.strimgroup.com\/wp-content\/uploads\/2023\/03\/Entwicklung-personalbezogener-Kennzahlen-EN.png\")
<\/a><\/p>\nIn two articles – “Sustainability: are you reporting yet?<\/a>” and “Human Capital Reporting along DIN ISO 30414<\/a>” (unfortunately only in German so far) – I have already discussed some of these standards.<\/p>\n
The HCR10<\/strong> provides a total of 73 indicators in seven reporting areas, 45 of which are declared as mandatory indicators and the remaining as optional indicators.
\nThe latest version of the GRI-SRS<\/strong> (Sustainability Reporting Standards) is divided into 34 topic-specific standards, within which 89 indicators are defined. 31 of these are considered relevant to human resources.
\nDIN ISO 30414<\/strong> comprises 58 indicators in eleven core areas.\u00a0 For external reporting, 20 indicators are considered suitable for large companies, whereas ten indicators are relevant for SMEs.<\/p>\nAnalytic Process Automation<\/span><\/h2>\n
Companies of various industries and sizes are now using an Analytic Process Automation (APA) Platform™<\/a> to add insights and analytics to data and calculations. An APA Platform™ provides end-to-end automation of analytics, machine learning and data science processes. This enables a level of agility needed to accelerate digital transformation.<\/p>\n
APA is neither Robotic Process Automation (RPA)<\/a> nor Business Process Automation (BPA)<\/a>, nor is it a data tool. It is an automated self-service data analytics platform<\/strong> that focuses primarily on business outcomes while empowering everyone in the organization to adopt an analytics culture. It creates the foundation for performing high-quality analytics whether they know code or not – low-code\/no-code capabilities<\/a> – and whether they are trained in Data Science or not.<\/p>\n
Conclusion<\/span><\/h2>\n