Harringay, Haringey - So Good they Spelt it Twice!
Haringey Council "to use HR data to help allocate budget cuts"
Haringey Council is using HR metrics to "test the organisation's fitness" as the public sector faces budget cuts, delegates at the CIPD’s measuring human capital conference were told.
Head of HR at the council, Steve Davies, said that measuring staff effectiveness had helped to kick start difficult conversations about poor performance and could inform decisions about where to make efficiencies.
The council uses three metrics to monitor fitness: the HR balanced scorecard, people management effectiveness, and a people management performance index for managers.
Davies said: "One of the things we measure is around customer satisfaction. What residents think about the services our staff deliver has a causal link back to the way in which we manage our staff. People's opinions of the service are based on their interaction with our staff, so it indicates how well we are managing our people."
Other areas under scrutiny include areas of direct managerial responsibility such as the number of ongoing grievances, employee suspensions or disciplinaries, as well as absence levels and attrition.
Metrics have been used to compare and rank the performance of different divisions within the council as well as the managers in charge.
If one division is doing much worse than the others and it doesn't improve over time then it enables HR to question why it is happening and offer support, he said.
"The manager performance index helps us rank their performance. Basically it’s asking: 'Are they any good at their job?' The ones that are less good, the ones at the bottom of the table, we give them support. I think that what is useful in this climate, is that it helps us start to think about a redeployment angle or moving them out of the organisation," said Davies.
He added that this ability to hold managers to account over staff performance has given HR a lot more credibility in the organisation. This is because "it shows the relationship between performance and finance," he said.
Head of HR at the council, Steve Davies, said that measuring staff effectiveness had helped to kick start difficult conversations about poor performance and could inform decisions about where to make efficiencies.
The council uses three metrics to monitor fitness: the HR balanced scorecard, people management effectiveness, and a people management performance index for managers.
Davies said: "One of the things we measure is around customer satisfaction. What residents think about the services our staff deliver has a causal link back to the way in which we manage our staff. People's opinions of the service are based on their interaction with our staff, so it indicates how well we are managing our people."
Other areas under scrutiny include areas of direct managerial responsibility such as the number of ongoing grievances, employee suspensions or disciplinaries, as well as absence levels and attrition.
Metrics have been used to compare and rank the performance of different divisions within the council as well as the managers in charge.
If one division is doing much worse than the others and it doesn't improve over time then it enables HR to question why it is happening and offer support, he said.
"The manager performance index helps us rank their performance. Basically it’s asking: 'Are they any good at their job?' The ones that are less good, the ones at the bottom of the table, we give them support. I think that what is useful in this climate, is that it helps us start to think about a redeployment angle or moving them out of the organisation," said Davies.
He added that this ability to hold managers to account over staff performance has given HR a lot more credibility in the organisation. This is because "it shows the relationship between performance and finance," he said.
Article from People Management
Tags for Forum Posts: public spending cuts
Replies to This Discussion
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Permalink Reply by Alan Stanton on
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All these years! How could I have missed something so obvious?
Haringey the lyrical rhythmical borough.
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Metrics (n) The branch of study that deals with metre, esp. in poetry.
[Source: Oxford English Dictionary.]
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Permalink Reply by John McMullan on
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I think you're being entirely facetious but humans respond well to music and poetry at work. If the council could tap into a bit torrent somewhere and pipe it around the borough I'm sure the Sugababes would understand if everyone became so productive that it became REALLY hard to fire them.
Hurrah for Mr Davies! I bet no-one else has ever thought of this.
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John, I'm often at my most serious when joking.
I know Mr Davies and have always found him helpful and professional. I expect he chose language which he felt suited the conference he attended.
However, as a general principle, and for a wider audience, I tend to favour English words rather than borrow from Obfuscandian.
Yes, managers and organisations measure performance and lots of other things. They don't need to metricate it. And I'm assuming that 'attrition' in this context means staff - or perhaps customer - turnover.
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The OED gives: rubbing one thing against another, mutual friction; the action or process of rubbing away, wearing or grinding down, by friction.
Also (Military): The wearing down of the enemy's strength and morale by unremitting harassment, esp. in phrase war of attrition.
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Permalink Reply by Inkjetpack on
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John this is a pretty standard approach used across the public sector these days although you do have to make sure you allow for differences inherent in different areas otherwise you end up with distorted figures.
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