Inaugural HR Metrics Conference

About

On an international scale, many HR professionals have realised that they need to reignite the belief that HR and people are the heart of any organisation and are crucial in contributing towards organisational success. Re-examining and realigning their HR metrics to ensure they relate back towards organisational performance and the bottom line is the key method to doing so.

For the first time in New Zealand, don’t miss this 1-day intensive HR metrics conference that will provide you with the HR tools to link metrics, HR strategy and organisational success together to get senior management buy-in!

Featuring keynote speaker Alan Davis, HRINZ Overall HR Person of the Year 2009 and with a strong focus on delivering metrics that reveal dollar for value, this is one conference that will put HR back at the executive table bringing with it the hard figures and facts of HR performance.

Agenda

Agenda: Day 1

8.30

Registration and Coffee

Communicating HR Metrics to Senior Management and Measuring Productivity

9.05

Case Study: Measuring the Effects of Culture on Organisational Performance: Culture Eats Strategy for Breakfast (Case Study)

• Measuring key areas of engagement focus and the link towards organisational success
• Developing a engagement strategy
• Measuring the results and tracking the underlying ROI
• Maintaining the culture gained

Geoff Smith, Senior Manager People & Culture, PROCARE HEALTH LTD

9.55

Case Study: Communicating Meaningful HR Metrics to the CEO and CFO (Case Study)

CEOs, CFOs and Boards are driven by the bottom line and managing budget. Ultimately, relating HR spend and revealing dollar per value is the best way to ensure continued investment and support from executives.
• Key statistics that need to be communicated to senior management
• Speaking their language: Redeveloping our metrics to reflect requirements
• Quantitative vs Qualitative measurements
• What to bring to senior management meetings

Marc Fisk, Head of Corporate Services, Metrowater

10.40

Morning Break & Refreshments

11.00

Measuring Workforce Productivity, Performance and Labour Cost

• Understanding your goals and working backwards towards HR metrics such as employee developments, manager/employee headcount etc.
• Measuring the measure: Creating a feedback loop to ensure you are serving the organisation
• Benchmarking your metrics: Relating your numbers back to the wider industry

Veronica White, Director-People and Change, PRICEWATERHOUSECOOPERS

Developing and Using a HR Information System

11.50

Case Study: Weighing Up the Cost and Benefits and Choosing the Right HRIS (Case Study)

• Understanding the HR service delivery model and scoping out a HRIS
• Implementation challenges and costs of delivering the metrics
• ROI and justifying the investment to senior management

Greg Sargeaunt, HR Systems Support Manager, UNIVERSITY OF AUCKLAND

12.30

Lunch

Measuring and Meeting the Expectations of our Internal Clients in Recruitment, Talent Management and Training

1.20

Panel Discussion: Talent Management and Succession Planning

• Identifying talent: What qualities are you looking for in tomorrow’s leaders?
• Developing talent: Ensuring you’re training talent to fill key positions rather than just one position
• Succession planning and organisational strategy

2.00

Case Study: Quality and Efficiency in Recruitment and Using Metrics to Drive Process Improvement and Profitability (Case Study)

• Designing and defining measurements and KPIs to match, e.g. staffing efficiency ratio
• Gathering qualitative and quantitative data and benchmarking
• Building a dashboard or scorecard and planning for the future

Crispin Garden-Webster, Director, GARDENWEBSTER LTD

2.50

Case Study: Measuring the Effects of Training on Organisational Performance, Employee Engagement and Staff Retention (Case Study)

• Training and education as a key to staff retention
• Leveraging training and education as a component of overall commitment to staff and measuring its value when you are working within a tight budget
• Getting real value for your organisation from your performance review process and disciplinary process by informing your training programme

Gloria Budgen, General Manager, CAUGHEY PRESTON TRUST

3.30

Afternoon Break & Refreshments

3.50

Case Study: Sharpening and Aligning the Focus of HR Metrics to Strategic Goals (Case Study)

This case study examines the transformation of volumes of HR data into a one page scorecard format in a way that is aligned to the strategic goals of the organisation.
• Packaging data sets to align to organisational goals
• Incorporating strategic initiatives and projects into the scorecard
• Narrowing the focus through targeted commentary on critical issues
• Integrating into the wider organisational scorecard

Alan Davis, Assistant Vice-Chancellor - People & Organisational Development, MASSEY UNIVERSITY

4.30

Case Study: Measuring the Benefits of a Culture of Engagement (Case Study)

• Engaged employees are the sole means by which your organisation can shift from good to extraordinary.
• Engagement is a way of life not a HR or communications tool
• The importance of having a vision and purpose that staff understand
• Satisfying the bean counters – a few measurement metrics and measuring what matters

Susan O’Meagher, Acting CEO, WAITAKERE ENTERPRISE

5.15

Closing Remarks from Chair

5.20

Networking Drinks

Sponsors/Partners

Interested in sponsorship?

There are some exclusive opportunities to promote your company, and its products and services, at this leading event. Contact the sponsorship team below to request a prospectus or discuss the options, or view more about event sponsorship.