Leaders who roll out EOS® in their companies sometimes struggle with identifying good Scorecard numbers for their human resources (HR) team. Since HR isn’t a machine or a highly predictable area of the company, it can be hard to get started. You can learn how to identify good Measurables for HR in your organization with a little experimentation.
In many situations, people in HR also serve in other roles. In general, they’re not accustomed to connecting numbers to their work. Don’t let those become reasons to avoid doing the work, though. You can identify great numbers to measure your HR team.
EOS Implementers® like me are not in the habit of giving our teams Scorecard numbers (because we aren’t consultants). But we’re happy to help our teams determine what’s best for them (because we are teachers, facilitators, and coaches).
When my teams get stuck on Measurables for their HR team, I give them examples of things that have worked for other clients.
Keep On Truckin’
I worked with a trucking company that couldn’t make money if they didn’t have enough drivers. For a long time, their HR leader said, “I posted the jobs, but no one applied. I don’t know what else I can do.”
The leadership team brought the issue to IDS® (Identify, Discuss, Solve). The team found two really powerful Scorecard numbers for that HR leader.
The first was the number of qualified applicants each week. The goal was five. With a clear goal, the HR leader quickly found several new places to post jobs and find applicants where she couldn’t before.
The second number was the number of applicants who received calls after more than one business hour. The goal was zero. By calling applicants right away, the HR leader increased the likelihood of hiring great drivers before another company did.
Timing Is Everything
One team I worked with could find applicants, but by the time they made offers, their applicants had jobs elsewhere. The team also started using these Measurables to drive a sense of urgency in their company.
Their first number was the number of screening calls made more than 24 hours after the application was submitted. The goal was zero.
The second number was the average number of days between the application submission and an in-person interview. The goal was five.
Again, these Measurables pushed their HR team to contact applicants, conduct interviews, and make offers quickly.
A Numbers Game
Another team I worked with found that they rarely found great candidates from their usual sources. For an entire quarter, they had a goal of one new job posting source each week. This huge challenge brought them equally massive results.
One client had issues with safety in their company. The HR team had a Measurable for how many team members received safety training weekly. The goal was five, meaning each team member in the field received safety training four times per year.
I’ve also seen leadership teams use the number of qualified applicants from job fairs as a Scorecard measurable.
Connecting to a Business Need
When the leadership team rolls out EOS to the entire company, the entire company should follow it (see: Followed by All). That includes HR.
None of the Measurables mentioned above are right for you if they don’t meet your company’s needs and strategy. The Scorecard numbers for your HR team must connect to your organization’s greatest needs.
For example, imagine the HR Measurables for a company hoping to make an acquisition in the next year. I had a client who used the number of articles read about mergers and acquisitions and company culture as a Measurable. The goal was one.
Or another company where 55% of the employees are under the age of 35. Their HR leader’s Measurable was the number of simple “adulting” tools shared with the team each week. Their goal was one.
Again, the Scorecard needs to align with the business’s specific needs. If a Measurable for HR doesn’t feel like it measures meaningful progress, try a new one. It helps to remember that these can (and should) change over time.