Meet The Boss TV Re-Launches Their Website

MeetTheBoss.tv has re-launched its' website! The new site looks really good and still will have all your favourite videos from our C-level execs on topics from all business areas. Check it out at www.meettheboss.tv 

The 5 Most Important Talent Management Metrics



As the economy slowly thaws, talent has become a top priority for most organizations. Companies are concerned with acquiring the right talent, retaining top talent and developing future talent. Leadership intuitively knows that the better the talent IN the organization, the better the results FOR the organization.

So, what does this all mean for HR professionals. No pressure HR, but CEO's are risk adverse these days and demanding of data for fact-based decisions. HR will have to step up its measurement game where talent is concerned. I believe workforce planning and analytics will become critical from a supply and demand of talent perspective.

I also believe that tracking and measuring current talent becomes critically important so companies sustain a competitive advantage over its competition.

I believe there are several critical measures when it comes to talent. If I had to choose my top 5, it would be these:

1) Quality of Hire
2) Employee Performance
3) Goal Attainment
4) Turnover by performance, by engagement
5) Employee Engagement scores by performance, manager, department

It is important to know if you are getting quality candidates in the door. There is not one measure for quality of hire, but you can use a combination of new hire performance rating, new hire failure rates and retention rates.

A strong performance management system that allows for an objective quantitative way to measure performance is also critical for organizations to know who is contributing and who isn't. The performance management system should also enable the organization to see who is reaching goals and who isn't.

Turnover is a critical measure but not in its usual form. I think turnover should be segmented just like marketing segments their markets and customers. Look at turnover in a more granular way. For example, analyze turnover and employee performance. Are your HIPO's leaving at a great rate than non-HIPO's? Look at turnover by employee engagement scores, are your highly engaged leaving at a higher rate than your non-engaged staff? Better yet, look at turnover with engagement and performance scores. Are your highly engaged and HIPO's leaving at a higher rate?

The answers and actions to the questions above could make you an HR Rock Star in your organization! Tell me what you measure in regards to your talent...

7 Tall Tales of Talent Management

I was real lucky the other day when a friend of mine gave me a book that was published by Aon in association with the Kellogg School of Management called " Hot Topics Cool Ideas, Insights from the 2010 Client Symposium. 


One of the topics that really caught my eye was the title of this post" 7 Tall Tales of Talent Management" by Mary Kay Vona, Ed.D and Executive VP @ Aon Hewitt. So why this topic you may ask? Well, since we have begun to come out, and I mean slowly out, of this economic recession, employees are restless, not happy, and most of all not overly engaged in their businesses. Why, well all the HR huff and puff with training, incentives that don't mean much, inflated philosophies about people not leaving a company in a recessional period, and a blind eye to really watching the ball has caught many HR professionals off guard with real good talent their companies.


First and foremost she points out that many talent management programs operate from generally accepted assertions that are untested, outdated, or purely anecdotal.  So she outlines the 7 myths as follows:

  1. Shifting demographics will create a global talent void - panic you say "we don't have enough people". Reality is the younger generation will fill the void of the Boomers and retirees.Case in point the number of people working past normal retirement age has increased from 12.9% to 16.8% over the past decade.
  2. There are no good organically grown HR leaders - well think about that and I will not expound any further. Hogwash I say!!
  3. Performance evaluations are the only way to measure talent - "its not the tool stupid, its the talent", need I say more. Think about all the hoops you jump through each year doing evals, talent succession planning, and where does it go? I can tell you from experience that doing a month+ work of work never was acted upon in my 30 years of HR except for a 2 year period in 1999-2000 at a technology think tank and design division. 
  4. Reverse mentoring is a crazy idea - mentoring in general has proven to be the differentiators for many, including yours truly.
  5. Leaders cannot impact climates of innovation - it is more than a team of thinkers and futurists, it requires big action, that only comes from the top of the organization.
  6. Talent assessments have plateaued - well they work believe it or not and I am not contradicting what I said in #3.
  7. In the current economy, people are lucky to have jobs...talent is always available - I think she says it best hubris + hyperbole = an unhealthy approach. 
In summary, the evolution of business models, trends, combined with navigating the current recession and employees' changing attitudes towards work represent a complex equation for leaders at all levels. Don't take anything for granted and make sure you keep your prize talent. 

There are many to thank for this besides Vona. Peter Capelli, Alison Overholt, Dave Ulrich, Leonard/Bersin & Associates. 

The HOW's and WHY's of Getting Into HR



I was just asked recently to address a group of HR students. The discussion is to be centered around, "How to Get Into HR." So, I have been thinking a lot about that subject. My own journey into HR was not the typical HR career path. I started in sales, when over to procurement, spent sometime in accounts payable and receivable and then landed in payroll. And the rest is history!

As I think about the HOW, I can't help but to think about the WHY. For me, back in the late eighties, early nineties, HR was very interesting to me. In the small computer reseller I worked for, HR was involved in everything. From training to going on sales calls. So, the WHY for me was that I could use my business experience to bring a different perspective to HR. My next move was to a larger organization where HR was more siloed and had a more traditional HR approach. I HATED that. Fortunately, I was transferred to a smaller division where I reported to the CFO. To this day, I credit that reporting structure for my interest in metrics and analytics.

As a consultant today, the WHY is so much different. I love the strategic part of HR, and of course the analytics and metrics make my heart skip beats. But, it is also about making a difference and making sure this profession survives and receives its due respect.

But I digress....

Here are some of my initial thoughts on how recent graduates can get into HR:

1) Get involved in your local student Chapter of SHRM so you can network and be seen
2) Schedule some informational interviews with top HR individuals in your city
3) Get involved in social media and be SEEN and HEARD. Have a point of view, it will get noticed.
4) Consider spending some time in other functional areas of the business and THEN get into HR. (Business knowledge is in high demand for HR professionals)
5) Do an internship

Help a speaker out....what are your thoughts on the how's and why's of getting into HR?

Communicating Effectively Throughout the Organization


I have continued to preach that you have to stay close to your CEO, communicate daily with him/her as well as have daily meetings. I am sure I do not need to tell you that it is equally important that you are able to communicate across the organization to be effective.

If you are a good communicator you should be able to portray a high level of self-confidence, self-concept, and project a positive external image to the managers you support up, down, and across the organization. There are ways to do this and the best way is to make sure you have established  trust and credibility. If you have these two(2) key elements you will have stronger working relationships with those that you support. These key elements are the foundation of your level of effectiveness in your organization.

If you have these two(2) building blocks you then need to make sure you are an effective influencer,that you provide a clear and direct image and knowledge base. You need to make sure you have targeted your audience and built a message that is clear and concise that people understand and not mistake or feel it is HR speak. If you can do this you will reap beneficial results for your project/program/initiative or whatever. This will also flow though to your subordinates.

I hope that this short message on communication is helpful especially to the mid-level HR manager, director. For those at the top, the CHRO, CPO you should already know this

HR Analytics at Google, 8 tips from Prasad Setty

Luk Smeyers, with iNostix is our guest blogger. Thanks Luk for continuing to provide great content!

No HR background

Prasad Setty, a self-described "numbers guy," never expected to find himself in HR, says Andrew McIlvaine in a 2010 article in HREonline. "If you'd asked me in business school if I would be spending time in HR, I would've laughed, because I thought HR was soft and fluffy and that I had no intuition for people issues," says Setty, who holds an MBA from the Wharton School and a master's degree in chemical engineering from Carnegie Mellon University.

VP of People Analytics

And yet today, Setty is happily ensconced in HR at Google Inc., albeit in a numbers-driven role, serving as the company's VP of people analytics. "Google is a great place to try a data-driven approach to HR," says Setty, who joined the Mountain View, Calif.-based technology behemoth in 2006 after stints at McKinsey & Co. and Capital One.

At Google, Setty's mandates includes:

· finding better ways to determine what's on the minds of "Googlers," as the company's employees are called

· making sure top performers stay with the company and continue to innovate throughout their careers

Setty’s 8 tips for HR Analytics

· understand what's important to the organization on a people level (and start measuring it)

· determine what's on the mind of your employees

· measure the impact good managers have (and develop more of them)

· build a decision-making system that avoids cognitive errors

· measure the intention to stay or leave (and not a long satisfaction survey)

· compare retention scores of high performers versus low performers

· be very transparent with results of surveys

· identify low performers and give them the opportunity to course-correct

Not copying best practices

In so doing, he's found a way to match numbers and HR in exciting new ways, encouraging his HR staff to push the boundaries of what can be done within the profession. This is partly out of necessity: Given its unique culture of constant invention, Google simply isn't interested in copying best practices from other large companies, says interviewer McIlvaine.

You can read the full article here.

Ten Tech-Enabled Business Trends to Watch

Advancing technologies and their swift adoption are upending traditional business models. Senior executives need to think strategically about how to prepare their organizations for the challenging new environment.


Two-and-a-half years ago, we described eight technology-enabled business trends that were profoundly reshaping strategy across a wide swath of industries.1 We showed how the combined effects of emerging Internet technologies, increased computing power, and fast, pervasive digital communications were spawning new ways to manage talent and assets as well as new thinking about organizational structures.
Since then, the technology landscape has continued to evolve rapidly. Facebook, in just over two short years, has quintupled in size to a network that touches more than 500 million users. More than 4 billion people around the world now use cell phones, and for 450 million of those people the Web is a fully mobile experience. The ways information technologies are deployed are changing too, as new developments such as virtualization and cloud computing reallocate technology costs and usage patterns while creating new ways for individuals to consume goods and services and for entrepreneurs and enterprises to dream up viable business models. The dizzying pace of change has affected our original eight trends, which have continued to spread (though often at a more rapid pace than we anticipated), morph in unexpected ways, and grow in number to an even ten.2
The rapidly shifting technology environment raises serious questions for executives about how to help their companies capitalize on the transformation under way. Exploiting these trends typically doesn’t fall to any one executive—and as change accelerates, the odds of missing a beat rise significantly. For senior executives, therefore, merely understanding the ten trends outlined here isn’t enough. They also need to think strategically about how to adapt management and organizational structures to meet these new demands.
For the first six trends, which can be applied across an enterprise, it will be important to assign the responsibility for identifying the specific implications of each issue to functional groups and business units. The impact of these six trends—distributed cocreation, networks as organizations, deeper collaboration, the Internet of Things, experimentation with big data, and wiring for a sustainable world—often will vary considerably in different parts of the organization and should be managed accordingly. But local accountability won’t be sufficient. Because some of the most powerful applications of these trends will cut across traditional organizational boundaries, senior leaders should catalyze regular collisions among teams in different corners of the company that are wrestling with similar issues.
Three of the trends—anything-as-a-service, multisided business models, and innovation from the bottom of the pyramid—augur far-reaching changes in the business environment that could require radical shifts in strategy. CEOs and their immediate senior teams need to grapple with these issues; otherwise it will be too difficult to generate the interdisciplinary, enterprise-wide insights needed to exploit these trends fully. Once opportunities start emerging, senior executives also need to turn their organizations into laboratories capable of quickly testing and learning on a small scale and then expand successes quickly. And finally the tenth trend, using technology to improve communities and generate societal benefits by linking citizens, requires action by not just senior business executives but also leaders in government, nongovernmental organizations, and citizens.
Across the board, the stakes are high. Consider the results of a recent McKinsey Quarterly survey of global executives on the impact of participatory Web 2.0 technologies (such as social networks, wikis, and microblogs) on management and performance. The survey found that deploying these technologies to create networked organizations that foster innovative collaboration among employees, customers, and business partners is highly correlated with market share gains. That’s just one example of how these trends transcend technology and provide a map of the terrain for creating value and competing effectively in these challenging and uncertain times.
from the McKinsey Quarterly written by  Jacques Bughin, Michael Chui, and James Manyika

Don't Just Survey Your Employees: Link Your Data!


I read an excellent article from March 2011's edition of HR Magazine this weekend, entitled, "Prepare for Impact" by Kathryn Tyler. (Membership SHRM National Required to view, insert sad face here...sorry!).

I really was excited to see this article in the magazine as it is a topic not only that I have been passionate about but one that I think is garnering much needed attention to the subject.

The article discusses the importance of using employee engagement data in a far different way than it has typically been used. In the past, we have surveyed our employees, we have broadcasted the results, and we MAY or MAY NOT have taken action on the data.

The article discusses the importance of using and leveraging your engagement data to understand what drives financial results in your organization. In the article, Tyler says there are several puzzle pieces that must fit together so that you can leverage the data:

1. Choosing the metrics to link to employee engagement
2. Determining the logistics of the research
3. Sharing results of the research with employees to create an action plan to achieve improvements.

An example from the article sites Starwood Hotels and Resorts. The global hotel chain linked its engagement data to its guest experience data understanding exactly what drives financial results for the company. If you know what behaviors are driving guest loyalty and revenues, you can focus your investments and priorities making sure those behaviors exist and continue.

What a concept! As we have discussed in this blog before, you can conduct this linkage pretty easily with the tools you have on your desktop. PhD's not needed.

If you are going down the linkage path, here are some tips to remember:
  1. Make sure you link to the right metrics. Look at your industry and company and make sure that you understand what drives your revenue and/or what impacts your strategic execution.
  2. Make sure your data is reliable and valid. This is one of the hardest areas for most HR professionals. When it comes to data hygiene HR hasn't been the best.
  3. Look at how you will be analyzing your data. Data is everywhere in your company. To be able to look at data system wide you have to have a unit of comparison. Whether that unit is by department or by location. You have to compare apples to apples.
  4. Tell a compelling story. Don't just do a show and tell of ALL of you cool data. Paint a picture on what you found out and what it means to YOUR AUDIENCE.
  5. Follow through on your observations and recommendations with action plans that hold managers and employees accountable for change.
Tell me how you are using your engagement data...



YouTube Acquisition to Foster Better Video, Sell More Ads

March 9, 2011 - 2:16 pm EDT B toB Daily Alert


Mountain View, Calif.—YouTube has acquired video production company Next New Networks to help contributors develop better original content and attract advertisers.

The company's new YouTube Next division, formed from the acquisition, will be used to help members of YouTube's Partner Program develop more professional videos. Partner Program members share in the revenue of ads placed next to their videos, and better content is seen as a way to attract more ads.

Terms of the deal were not released by YouTube, but Canada Business Review has pegged the acquisition at $50 million.

The Future of HR - by Peter Cappelli

Two recent studies offer some thoughts on the future of HR. While HR leaders in developing areas are dealing with growing economies and an influx of talent -- leading to new ideas -- many CHROs in "mature" economies, such as the United States, are still focused on tactical, instead of strategic, issues. Is this a tipping point for HR?

As the U.S. economy begins to right itself from the financial crisis and associated recession, our thoughts turn to spring and the possibility of new growth -- and new opportunities for business. How about for human resources?



It's the season for guessing what's ahead, and here are two reports that offer their guesses.

The first of these is a study, Working Beyond Borders: Insights from the Global Chief Human Resource Study, conducted by IBM that is based on interviews with 707 chief human resource officers from around the world.



It's worth remembering that many of the world's economies have been chugging along nicely even while the United States and much of Europe were in the doldrums, so the experience of these other countries such as India, Brazil and China might be quite different from that in America.


Having said that, it is surprising to see that the overwhelming priority at the moment for HR leaders around the world in the study is to become more efficient, or in other words, cut costs. This is not a happy finding for those of us who were hoping for some renewed vigor in the HR function.
A potentially big realignment of resources is associated with globalization. Companies in "mature" economies (read: United States, western Europe and Japan, in particular) are focusing their expected head-count growth in developing countries.



Interestingly, almost as many HR heads in the developing countries said that they expect to be expanding their head count in North America. The possibility of expansion, even if modest, back into the United States is something we haven't been anticipating.


In terms of HR-specific challenges, there was much less concern with the ability to hire than with the ability to retain employees across the world. Apparently we are more puzzled about retention than hiring.

CHROs in developing countries thought the hiring challenge was mainly about money, while those in mature markets thought it was more about aligning company values with individual values.



With respect to retention, developing-country representatives said opportunity for advancement was the key to success, more so than those from mature markets who focused on challenging assignments.


I can't help wondering if the responses from the mature-market representatives reflected something like rationalization: We can't offer money -- given cost pressures -- or career advancement -- given the lack of growth -- so let's hope something we can offer will do the trick.


The biggest gaps the HR leaders saw in the capabilities of their own area were in development -- developing workforce capabilities, generally, and leaders, specifically -- and knowledge sharing.

The second study (SHRM Foundation Leadership Roundtable: What's Next for HR?) was conducted by the SHRM Foundation and was based on a focus group of HR heads and thinkers and observers of business. (Full disclosure: I participated in this study.)



The task here was more explicitly to look forward, beyond the current issues, to anticipate future challenges for HR.


There was a recognition that the recession had changed some things, and not in a good way. HR at least in the United States is even more starved for resources, more dependent on outsourcing and more risk-averse.


On the whole, the view was that not much has changed in human resources over the past decade or so. And there was a concern that HR was actually falling behind in terms of the business acumen needed to operate at senior levels and through the acceptance of a support role as opposed to one that drives business.


This group saw three important issues facing the HR side of business in the future. It is possible to see them as both challenges and opportunities. One echoes the IBM study, and that is globalization and the challenge of managing workforces in many different countries.


The other two are quite different, though.


The first has to do with managing risk. The financial crisis has made most businesses pay more attention to the financial risks they are exposed to and, by association, the business risks. As with most aspects of business, managing these risks comes down to managing people differently.


What are the HR implications of taking risk management more seriously?


The other issue is the avalanche of metrics, and business-related data more generally, that has the potential to overwhelm organizations if not managed carefully -- but also has the opportunity to change them for the better if they can use that information appropriately.


Nowhere does that data have more opportunity for good than in HR, where so many costly and strategic bets are still made on the basis of hunches. Can we harness these data in ways that improve our decision making, finding the value and reducing costs?


Here's my take, looking at these two studies together.


  1. I wonder whether the HR issues in developing countries, where economies are booming and labor markets are tight, will have much of anything in common in the future with the HR issues in mature markets, where the opposite is true. HR in these developing economies is a hot area where the best talent is going and new ideas are being generated.
  2. Second, especially in mature markets, I worry that we are fighting the last war in HR.
Hiring, retention and development -- the focus of HR executives here -- are age-old concerns. They are also quite tactical, as opposed to strategic issues.


Is anyone thinking about what it means for HR to take on new challenges such as risk management seriously? Are we making any progress in improving our use of metrics to make decisions in different, better ways?


Finally, I'm wondering whether we have reached something like a tipping point for HR in mature countries where the innovation, ideas and energy shifts clearly from HR departments to HR vendors.


Perhaps HR departments are now so starved for resources and so focused on the operational goal of cost containment that thinking about the future has to be ceded to some other group.

Peter Cappelli is the George W. Taylor Professor of Management and director of the Center for Human Resources at The Wharton School. His latest book, with Bill Novelli, is Managing the Older Worker: How to Prepare for the New Organizational Order.

Current International HR Shock - Future HR International Talent Drought

There has been more and more press and association discussions about the quality of human resources professionals in business today. From the small company in Butte, MN to the large company in Allentown, PA localized human resources does not make it in today's world. The old adage "think locally" still resonates through the profession. 


The shock is that we operate in a global economy and not just an economy within our borders. If we think locally and not globally then we lose, and I mean lose big in today's world. In the constant evaluation of product offerings and how far they reach throughout the world we also have to evaluate if our(your)human resources professionals also reach throughout the world. What do I mean, let me be more clear:

  • does your HR team understand global exchange?
  • does your HR team think outside your domestic boarders and do they understand global econometrics?
  • does your HR team understand how to manage people abroad, and do they understand local international laws and the financial ramifications to your bottom line?
  • does your HR team think in terms of international competition?
  •  is your HR team flexible to move internationally and do they speak a second language?
  • can your HR team communicate effectively with your company's partners outside your borders?
  • are your HR teams focus still on tactical issues rather than global insight?
The list can go on and on but these are just a few of the issues your team needs to think about in today's world. If they don't then there is a real drought on talent for the 21st century. Having worked for an international company you have to understand these very important issues and operating processes.


Is your HR team ready to address the international economic trade and business environment? I would like your thoughts on this important subject. I also think that SHRM and other HR associations need to change their focus and emphasize the international issues.

How Many Metrics Do You Have? Really?













So many times I am asked to review HR metrics and make recommendations. I can remember meeting with a client last summer. I asked to see their metrics. I was handed pages from an Excel workbook with about 15 tabs with at least 25-40 metrics per tab.

It made me tired, just looking at all that. There was EEO data, there was recruiting data sliced every way imaginable, there was employee relations data, there was training hours per employee by department, location etc. You get my point.

I asked the question, "Who is the recipient of this data?" I was told it went to the leadership team. Poor guys and gals. How could they ever make sense of all that data?

Don't get me wrong some of those 500 metrics were very valuable. But your leadership team does not need to see ALL of those. There are the 3 types of HR Measurement according to Luk Smeyers at INostix:

1. HR Efficiency (HR Tracking/numbers internal HR Dept)
2. HR Effectiveness (HR Programs)
3. HR Impact (outcomes based on investment in human capital)

I would bet the farm that the leadership team described above was looking at HR efficiency and effectiveness measures. I am pretty sure those aren't the ones they lose sleep over. They need to see HR IMPACT measures. They need measures like:

1) Human Capital ROI
2) Revenue per employee
3) Profit per employee
4) Appropriate quality of hire metrics
5) Appropriate productivity and performance metrics

They really don't care about days to fill and which sources your candidates are coming from. That is just HR's J-O-B.

Please keep your HR department efficiency and effectiveness measures between the walls of your HR department. Show the C-Suite your impact measures, that will get their attention and off their Blackberries.


Repost.Us Launches in Bid to Protect Original Online Content

Repost.Us launched today in beta with a new, one-button platform that instantly monetizes digital content and automates online syndication.
The feature extends the reach of original content, keeping an eye on the integrity and proper attribution of online assets.As such, the startup removes the need to call for permission every time you want to republish an article. When the Repost.Us button is clicked, it generates an embed code for the article that can be used on all common web publishing platforms.
When a reader loads an embedded article, their browser requests the content from Repost.Us, and the site delivers a current copy of the article reformatted transparently to fit the republisher’s site.
By loading the article via an embed code, instead of copying and pasting, Repost.Us guarantees the content integrity, automatically generates updates and corrections, and ensures that search engines continue to see the original publisher’s site as the primary content source.
In doing so, it also opens up a significant and currently untapped market for content. The potential money at stake is huge — the company says an increase in page views of just 10 percent would conservatively generate an additional $300 million annually.
The Fair Syndication Consortium reports that over 75 percent of sites that copy content from other sites would be willing to pay for that content. The same study found that more than 75,000 websites have used unlicensed content at least once, with around an average usage of three times per month.
The company has plenty of competitors, including Copyright Clearance Center, the Associated PressVertical AcuityPublish 2, and Amplify, all of which are looking to cash in on that same market.
But Repost.Us says it offers something those other companies don’t, saying that while wire services and rights clearance centers are available, they ignore most small- to medium-sized publishers, which represent a big chunk of the market.
The new platform, from Free Range Content, is the brainchild of CEO John Pettitt, founder of Beyond.com and Cybersource.com.


Why HR Metrics Don’t Work

Thanks again to Luk Smeyers from INostix, Netherlands for guest posting on our blog. Another great topic.

A few days ago, I was reading a digital summary at FT.com of the brand new 2nd edition of Wayne Cascio’s and John Boudreau’s book ‘Investing in People’. Especially the chapter ‘hitting the wall in HR measurement’ is my absolute favorite. Let me summarize a few of the ideas.

Hitting the wall in HR measurement

Type "HR measurement" into a search engine, and you get millions of results. Scorecards, metrics, dashboards, data warehouses, surveys, benchmarks, and audits in abundance ratios. The spectrum of HR measurement methodologies seems unlimited. The paradox however is that even when HR measurements are executed well, most organizations typically hit a ‘wall’: HR metrics or measures only rarely drive true strategic change! Boudreau’s and Cascio’s figure (see below) shows how, over time, despite more sophisticated measures, the trend line doesn't seem to be leading to the desired strategic results.









A huge gap

Some HR professionals assume that they have strategic impact by - at best – holding line managers accountable for the outcomes of HR metrics. Proudly they declare that top managers’ bonuses depend in part on the results of an HR scorecard. Unfortunately, there is a major gap between the results of the measurements and their actual impact on the organization. Because descriptive metrics – such as turnover, retention, time to fill, illness rate, etc. – just don’t have a strategic impact. These kind of metrics will never give HR the necessary insights to break through the wall.

What can HR do?

• Moving from descriptive metrics to much more insightful analytics to be able to break through the wall (and understanding the differences between HR metrics and HR analytics)

• Developing more insightful analytics to underpin strategic decision making (and linking with bonus absolutely doesn’t make sense!)

• With HR measurements, focusing much more on the organizational impact of HR investments instead of focusing too much on HR efficiency metrics (like HR costs, HR ratios, cost of hiring, etc)

• Moving from an HR scorecard approach to a Business scorecard philosophy.

Luk Smeyers, iNostix, February 2011