Good morning everyone thank you for joining us today we have a big group.
So we're going to give everyone a minute or two to log on and we'll get started shortly.
Good morning everyone we're going to give people a.
Few minutes to log on and we'll get started shortly.
Hi everyone thank you for joining today's webinar Unlocking the Power of KPIs and metrics in.
Employee relations we're recording today's session and we'll share it with you following the webinar.
If you have any questions please use a Q&A function on your Zoom panel now I'd like to.
Hand it over to our moderator for today's session HR Acuity CEO Deb Mueller hi everybody happy New Year.
Welcome to our first webinar of 2025 it's so great to see you i'm a little distracted.
Because I'm looking at the list and very jealous we have someone that's in Portugal we have someone.
In Buenosire and they're warm um I think everybody else probably has an extra sweater on or something.
Today i'm actually in St petersburg Florida and I hate to tell you that I'm cold but it's a little.
Colder than I would like to be right now as well really excited about today's webinar i think we.
Have still folks joining in let us know where you're calling from but so excited about this.
Um because we're going to be talking about something that's near and dear to my heart.
And I know really on top of mind for all of our ER professionals out there we're talking about KPIs.
And metrics and employee relations it's a topic that always comes up and we are really going up.
The maturity curve on how we look at these things i think today is really another opportunity for.
Us to do that um employee relations is a strategic function and just like all of our other strategic.
Functions finance marketing we should have our own set of KPIs that we are looking at consistently.
Whether you are at company A or company B this is what we look at to understand how we're doing as.
Far as building trust with our employees creating a safer workplace and also mitigating risk for.
Our organization what is the ROI that we're delivering and how can we have really strategic.
Conversations with our business partners about um what's going on in their business unit and.
What do we and what is the data that actually shows that so really really excited to uh go.
Um talk about that today um before we get started I just want to share a little bit about HRQ if.
You're not familiar with us if this is your first webinar with us welcome uh we are the.
Leaders in employee relations and investigations case management all the way from intake through.
Afterare um we help your organizations understand what's going on um make employees feel trusted.
When things go wrong at work because yes they will go wrong at work and then ensure that you have the.
Appropriate documentation and processes and data to understand that and get what we're talking.
About today more predictive and more analytical in your understanding of what's going on um we're.
Not here to talk about the our technology but if you're interested in learning more please let us.
Know we'd be happy to take you on a curiosity tour all I have to say is who knows what 2025.
Is going to bring for us it's going to be an interesting year however documentation will be.
More critical than ever so we are happy to partner with you and help you to make sure that you have.
The right processes and technology um for your organization okay um also if you're new or if.
You're not new you are now part of our community you're here you're in sorry we're not going to.
Let you out um but we do a lot of things to foster the employer relations community and the function.
And we want you to participate every year we do a benchmark study we're going to talk about that.
Today because the benchmark study is going to be critical in those KPIs to give you an external.
Sort of placeholder to see how you compare um it's actually open right now we are collecting.
Data from 2024 we do it every July uh January so if you are an organization if you're in an.
Organization with a thousand or more employees please participate um this is last year's survey.
I like a good hard copy but you can download this on our website you can download all eight years.
That we've done to get information but we really need participation last year our study covered.
Over 8 and a half million employees we're gearing up for 10 million this year so please participate.
Take the time it contributes to the community it contributes to what we're doing as a function.
Together and Linda um I'm sorry Lexi will make sure I think she just did all the resources.
There if you want to participate um you can take the ERQ which is the maturity model for employer.
Relations to show where you are on your journey as an organization that's on our website um our.
Roundt event is for ER leaders um we have over 400 ER leaders part of our roundt group we're getting.
Really close to announcing the dates for 2025 and but let's just say it's in the fall it's in.
A great city and we're really looking forward to it so stay tuned to learn more about that and um.
And hopefully you're all part of Empower which is our employee relations community for everybody in.
Employee relations or who does employee relations it's free if you haven't joined the link is there.
Great collaboration um going on there as well all right next slide for those of you who have done.
Webinars with us you know we love to give back and of course um it was not a hard decision that.
Because you are participating to this webinar and as a thank you to our experts that are in.
Our panel we will be making a contribution to the California Fire Foundation and our hearts go out.
To all of our colleagues and friends and peers and if you have family that are in the LA area and we.
Hope that those are under control soon and that you can start rebuilding so we hope to help just.
A little bit and thank the firefighters um that are really doing such great work out there all.
Right upcoming events we sometimes do this at the end and then people have to leave and we want to.
Make sure you know what's coming next okay January January 29th next week if you've never heard Lori.
Dean before you need to join this webinar she is a staple at our employee round table she's great.
She's actually a plaintiff's attorney but you're you're going to like her um and she's going to.
Talk about AI in the investigation process that's on January 29th at 2 p.m she gave a preview of.
That at our round table in October last year it was great really wellreceived so mark your.
Calendar we also do syncs in our in Empower ER syncs where we bring together practitioners to.
Talk about what's going on certain topics so on January 30th if you're in healthcare you want to.
Join that so we're going to have um ER leaders in healthcare talking about how do you optimize um.
ER within your industry so um mark your calendar for that as well oh yes I just saw that in the.
Chat the Empower community by the way there's now an app go to the app store you can download.
An app so you can keep your empower friends and conversations going even when you're on the go so.
Um don't forget to do that all right so let's get going with our webinar today i want to invite our.
Panelists to turn their videos on and I can introduce them when we get the conversation.
Going we're going to be doing a little bit of back and forth between slides um up and slides.
Not so if you're not familiar with it when you see the panelist you can actually if you put the.
Panelists on your right you can slide there's a little slide bar you can't see that I'm doing.
It to make make the faces a little bit bigger so you can have half slide half people but I want to.
Welcome our wonderful panel and thank them we have Adam Panel who's a director of employee relations.
And investigations at Honeywell Margarita Ramos, Global Employee Relations who's a global head of employer relations she was.
At Splunk her organization was acquired and she's now in transition but she's great so anybody out.
There with a role um and Michelle S who's the head of global employee relations at Robin Hood.
And last but certainly not least Rebecca Trosky who's the chief people officer here at HR Acuity.
So great powerhouse of a panel and and so excited to have you all here today and thank you for being.
Here so we're going to kick off today by talking about we're going to talk about KPIs and employee.
Relations metrics but KPIs means we're kind of growing we're improving we're maturing and that's.
Because so many of us are already tracking sort of basic employee relations reporting employee.
Relations metrics what you're seeing here is from our benchmark study that I mentioned before.
And over the years we have established norms of what traditionally employee relations teams are.
Tracking and so I wanted to put these up here you know people are looking at things by issue type.
Issues by location issue disposition by function and you can see some of the seven core types.
Um that that the majority of our ER colleagues are tracking so I wanted to start and we're going to.
Kind of take that a step further and talk about KPIs and how those are different but um I wanted.
To sort of have you introduce yourselves tell a little bit about your roles and maybe a key metric.
That you have found that has had the most impact in your role that you that you're in right now.
Or previously so I'm going to I'll start it off with Margarita i'm g throw it over to you perfect.
Thanks Deb um I think you know you're going to offer us so much information about um key KPIs.
That everyone should consider but I want to just quickly take a step back and and talk about two.
Things that I think matter when you're thinking about establishing KPIs um so the first thing.
Is that I would encourage you all as ER leaders to think about who your stakeholders are as you start.
To think about what your KPI should be so for example HRBPS are a typical uh stakeholder in the.
Work that we do employment law council and reach out to them as you're thinking through this to.
Get their reactions and make sure that they agree with what it is that you are planning to measure.
And they may have some push back and you should you should welcome that right um the second piece.
That I would um think about is once you establish your KPIs um consider bumping the results against.
Your people insights or your people analytics team because they tend to have really really rich.
Data that can further inform whatever it is that you're seeing um coming from your KP apis and that.
Includes your HR compliance team if if you have one in house so those are are two things that I.
Would I would give serious consideration to yeah I love that it it's about what are you going to.
Give to them it's about building a conversation i mean the reality is all of this data the best.
Data drives questions right it doesn't tell you exactly what hap hap is happening it tells you.
What you need to be looking at and where you need to be digging in so really great great pieces of.
Information adam how you doing i'm good thanks Deb uh and thank you for having me on again today.
Uh Adam Panel director of um our ER function at Honeywell we have a very large organization so.
We have I lead our our COE focused on complex investigations but additionally we consult and.
Manage a subset of our ER matters that HR business partners are also handling on the ground uh this.
COE has been been in place for a little over two years and I would just stress that we have been.
Obsessive about our our data and understanding our data i know we're going to get a little bit.
Into cases per 100 or cases per thousand that's really been our focus as of late but my my biggest.
Takeaway just reflecting over the past two years is really understand your data because you're.
Never going to understand your problem statements and you're never going to understand different.
Ways to to view it unless you know it and so my my guidance and my recommendation is just.
To be obsessive about understanding your data and then understanding how to get better and that's.
Really the first step yeah that is great advice and I love that you know we have different your.
COE everybody's going to be um set up differently in how they look at it and just coming up finding.
A place to start choosing a few right a few things to start looking at and then you can.
Build it on from there michelle welcome thank you thanks for having me as well um I would say.
So I lead the employee relations function for Robin Hood and Robin Hood was founded in 2013.
So that sort of gives you a little bit insight of where we are in our life cycle the employee.
Relations function though is only four years old and so you know we've had a lot of learning.
A lot of growing a lot of building over the past four years and similar to Adam one of the things.
That we have learned is that we just didn't know our story until we started digging into the data.
And so because we were in the build function we were just trying to get it done we was trying to.
You know basically influence our culture we were trying to figure out what direction we wanted to.
Move in but until we knew what the problems were we had no idea where we wanted to focus on and.
You know I'll talk a little bit more about what we learned from the data that we started pulling but.
I would say that you honestly don't know what your problems are i think a lot of what we do has a lot.
Of headline tendency if you will so there you know some of these cases that you get involved in and.
They just have they kind of escalate and get out of control and so you tend to think that that's.
Where the focus is but it's not until you pull the data do you really understand what's happening.
It's in the data i mean I think for a long time we felt with our human resources it was harder to.
Pull data that every situation is very different and it is every investigation is very different.
But the reality is you can pull it you can start looking at similarities you can start looking at.
Where things are pulling up um where they starting how they're finishing how we're reacting to them.
There's a lot that we can we can use rebecca uh how about in your experience with this data.
Yeah I you know having come from deep dives in talent organizations and really big companies and.
Then before that HR HR business partner you know and now of course I'm obsessed with helping ER.
Functions step into their own and finally get some the attention and love that I know that we deserve.
I think a lot about performance and how valuable analyzing performance improvement interventions.
Is from a talent perspective and from a business perspective business risk and so knowing that we.
Can highlight issues around performance management to demonstrate the work that we're doing and the.
Value that we're adding that makes me really excited and I think about you know engagement.
Uh data and talent data that gets all the attention in companies and because it's.
You know cool and we tend to be in the shadows sometimes and we're solving issues we want to be.
More transparent this is how we do it all of this data so it's hard for me to pick my favorite but.
Um I just know that helping our community get better and more savvy at highlighting data will.
Only help us um be even stronger and help our organizations thrive yeah and and I think the.
Point that you're making and that Michelle's making and even Adam talking about sort of the.
Newness of your functions i mean Adam how old is Honeywell and you've had the COE for two years.
Right right right michelle your company's new and you've had for four years so we're still in our.
Infancy and so now organizations have made this investment in putting people in these roles and.
They're going to start thinking about well what's the return on that investment and how has it made.
A difference and does it matter and we do now have the data to start having those conversations about.
The difference that organizations are making and as organizations grow obviously we can't.
Always grow with them we have to find ways to build efficiencies and certainly part of that is.
Becoming more proactive and you do I also I don't want our audience today if they're not on this.
Journey yet using all of this data or even having access to it yet don't be overwhelmed start small.
Um you're going to see some really cool ideas for KPIs today but don't let it um dissuade you from.
Just like starting where you are it's okay we all we all have been there you know one of the thing.
I love about the KPIs is if I look at these core metrics right issue type what's the issue you can.
Take that one metric and drive KPIs out of it right and you can say in 2025 I'm just going to.
Let's let's clean that up and start looking at that thing so don't Great point Rebecca don't.
You know start small that's why I love the um ERQ like where are you on your journey and you know.
When you have a COE you know Honeywell's invested in a COE you can be you can spend more time i'm.
Sure an Adam has people on his team this is what they do and we know that's not typical for every.
Organization and so we're going to learn from those things and then find where we can make.
Small changes and and um and get some great insights all right so let's since we're going.
There let's just flip and talk about what a KPI is and and why it's different and you know some.
People say KPI it's key performance indicators you might hear it's key predictive indicators um in.
Different ways um we of course put a definition up here it's a measurable value that demonstrates how.
Effectively an individual team or organization is achieving specific objectives right so how.
Effective is it we're not just counting and I know as a leader now and in my role if my team.
Comes and says "Oh we've had x number of these." My answer is "Well so what?" Like tell me what.
That means right and that's what a KPI does it really helps you understand the data um so when.
You think about KPIs for our panel um how do you determine sort of the most relevant KPIs to align.
With your goals like how have you are there some that you're using now some we may talk about some.
We might not that have been effective i'd love to hear hear from any of the panelists on that.
I think um you know when I think back on the past two roles that I've held they've been with.
Um midsize tech companies that hired me when they were at a stage of wanting to.
Rethink employee relations right and wanting to further examine and build up the function right.
And so when I when we began building it out and building out the framework.
Um we wanted to start tracking issues right what issues um like retaliation policy violations.
Harassment we started out at a very very basic level time to close investigations these were.
Issues that really really mattered to the chief people officer to our CEO so you you you know.
It's so critically important to think about who your stakeholders are and what's going to matter.
As you start to tell your story and help them to understand your value um I don't know about most.
Of you on the call but in my experience most people in HR especially senior leadership in.
HR the in theory they they understand the value ad of ER but they don't really understand all of.
The components and all of the moving parts and so this is an opportunity as you continue to evolve.
Right as Deb said you can start small um but you can evolve over over time and your metrics can.
Become more and more sophisticated depending on where your organization is how long you've existed.
Etc yeah I I'll I'll echo that and just add a little bit to it i mean when I think about KPIs.
And we talked about this a little bit in the last session there's really a pecking order to them or.
A macro and micro into how you how I think about it at least here at Honeywell you know my KPIs for.
The team the COE are different from the KPIs to the HR business partners are different from the.
KPIs that the CHRO want to see so KPIs really are around your strategic efforts and your strategic.
Thinking as a leader and and this you know just just holistically gives you the opportunity to.
Say as a leader and to to Margarita's point how can I get my leadership thinking in the.
Same direction in the value that not only my team's going to bring but how can I get.
Them buying into the story buying into what we're doing instead of just the day-to-day that we all.
Get integrated with and so that dayto-day it's important for you know folks on the on the call.
That our leading teams you know it's easy to get bogged down in our ER is day-to-day.
Er is day-to-day issues and so it allows it allows the leadership team to take a step back and say.
How can we have a lens that speaks to our senior leaders and that's really how I think about KPIs.
And I'd echo you know both of what my fellow panelists have shared shared we're very similar.
In the thinking of when you look at these KPIs what is the story that one it's telling and I'd.
Say the other thing is where are you in your organization's life cycle what are.
You thinking about at that juncture so one of the things that we realized is that we weren't.
Thinking about this at all really what we were trying to do is get into that everyday er space.
Trying to establish ourselves as a function in the organization and showing our value that's.
Where we started but then what we realized is that what we really needed to focus on is for.
Example maybe an issue to case um issue to type case case types things like that those are the.
Types of things that we really started reporting on quickly and one of the reasons we started.
Doing know what the story was we weren't sure where were we spending most of our time where.
You know what are the efforts that we were putting in what was coming out of you know some of those.
Efforts and I'll share with you one of the things that we realized was our biggest case type when.
We started pulling data was actually um data loss so we were actually we had probably maybe triple.
Um the the other case types data loss type cases where people were actually taking things from.
Our organization and as a result of that once we realized that that was an issue we started going.
To our leadership and saying we need to put we need to invest in our infrastructure we need to.
Invest in our security engineering team and I and we hired probably about six or seven people as a.
Result of of pulling that data and realizing what the problem was so I would say you know to to both.
Of our my fellow panelists point you can start small you know it could just be like well what.
Are the issues that we're actually seeing you know depending on the size of your organization for.
More established organizations you may need to go a little bit deeper but again for my size which we.
Only have about 2,700 employees that's where we started was what what's the actual problem that.
We're trying to solve here it's really incredible how quickly you can start seeing trends no matter.
Your size or how many issues you have but you have to track them you have to start looking at.
Them you have to sort of par um you know looking them against something to understand them i loved.
Margarita to what you were saying it's it's like what are the challenges you know do we have high.
Turnover are we losing people you know is there is there lack of trust are we not hearing from a.
Certain group like what are we what are we trying to look at and and how can we consider what might.
Tell the story what data might tell the story so that's great um anything else about how you have.
Maybe some barriers you've had with with the KPIs i love Michelle your story because it's direct I.
Mean there's a direct um relation to business performance there or a risk to the business.
Huge any other stories on that or how you've looked at things I have a quick story around.
Um when when I was at VMware a few years ago this was sort of following the the the lift of COVID.
Right like postcoid um and we were sharing ing um some some KPIs that pointed to a population.
Of individuals that were very junior um in a particular line of business that seemed to be.
Failing from a performance perspective right like very high numbers of individuals being placed on.
PIPS and and and what I'm about to say speaks to the value of connecting with your people analytics.
Assuming your organization has one um with that team because what we did was we took that data.
We shared it with the people analytics team they bumped it up against their own data and that's.
Where we realized that these individuals did not have the benefit of of an onboarding process that.
Existed precoid meaning you know it was a very robust in-person um etc etc and and the results.
Of those in that same age range who succeeded precoid and those who were fail ing postcoavid.
Was really really insightful right for the entire organization um and and just spoke to this the.
Chief people officer around how do we strengthen our our virtual on boarding programs so that we.
Can you know stem this this tide of individuals who are are basically falling and failing.
Um uh within our our own processes and and the organization wow and and we know how expensive.
It is when you have turnover when you have to retrain and being able to look at some you.
Don't understand the the value of something until you take it away right until that that's gone and.
You see the the down the downward um impact for it it's great i love that anybody else adam you.
Got a got a doozy like that one no no no doozy that comes to mind but you know I think I think.
What's what's important and I think you touched on a little bit Deb and maybe some maybe Michelle.
Did as well you know one thing that maybe a lot some folks on the call are thinking about as we.
As we talk through this is is maybe we don't have the data at our fingertips and so um as important.
As I stress being obsessive about the data is there's this slippery slope to we're going to.
Capture everything manually because we want KPIs and so I think for a lot of for a lot of functions.
That are maybe newer it's how do we how do we think about just capturing the data that doesn't.
Take a lot of our time away and that that piece is key because and I think really these benchmarking.
Studies are are very important because then you can influence the maybe you don't have the data.
In your hands maybe you don't have the data for your company but you have benchmarking data so.
You know the values there but you don't have it internally so if if you're thinking about how do I.
Get the data maybe talk about the data that exists that maybe you don't have the tools internally.
Yet again you know you don't want to take a lot of your time away from from the key initiatives.
That you have right now um but but start to think about priorities and and opportunities to capture.
That data and ways that you can do it that make sense for your for your company and your function.
Obviously case management systems are a huge win for this um but uh you know there's other.
Ways to just start thinking about how to leverage data internally and then really start start from.
The end and work backwards yeah it's it's great to build that business case excel spreadsheets still.
Work i mean they work through it to a certain extent but they can start to show the value of.
What if we could do this and you know they only work to a certain extent but how would it what.
Data would it give so you really get that pull from your senior leaders wanting to know what's.
Going on because it it because if they don't have clarity it could really cause issues down.
The road and that's really the goal um and again like you know I sort of I think about our other.
Functional counterparts can you imagine right uh um not knowing like the days outstanding on cash.
Or you know collections and things like that like sorry you know in our finance department we're not.
Going to do that this year you know that would be unacceptable right because it's such an indicator.
Of what's going on in the business um and that's that's where we want to get so um I chime in like.
In you know in a past life we've been able to track the the performance plans that managers.
Are working through and connect those to employee relations issues so that you're you're telling the.
Story that it's not coming in a vacuum they're not just more ER issues in general there's a.
Path and if you can demonstrate that that this is natural and normal and you're tracking it.
And you're taking care of it and resolving it connected to the business because supporting.
Managers through this it can be really powerful to show that you know you're not just um putting out.
Fires that are randomly cropping up right there's some intentionality to it so even something as.
Simple as that uh could be helpful and I always remind people to also look about the data that's.
Not there where there aren't issues right the zeros like you know that also tells you what's.
Going on in that organization or that part of the organization that could be problematic down the.
Road because you don't have these things cing up and is it because there's there's a leader that's.
Maybe not allowing that or it's just not a culture where people come feel comfortable coming forward.
Which of course can can lead to a lot of things so so many different ways you can look at it and ways.
You can start you know you don't have to just jump in and be sort of analyzing all of this and having.
All these KPIs um which is sort of a good time to share u maybe we go to the next slide so what um.
We've been doing at HRE is really thinking about you know what are some of the KPIs that you should.
Be tracking now to Adam's point and Margarita Michelle's point Rebecca's point there may be.
Ones that are specific for your organization that are not on this list there may be some here that.
Aren't prioritized or not the great starting point but just to get you thinking about how you can use.
Data and look at it in a in a pretty easy way from having the raw data that can start to tell stories.
So I'm going to quickly go through these and sort of share with you what they mean um and then we.
Have a couple examples to go through and I want to sort of get the reaction from the the group.
On these i I shared these with them last week um and I know some of them they have some questions.
About some some are doing other things so um again case volume per thousand employees by category.
And I actually will caveat on that depending on your organization per 100 might work fine.
We use a thousand in the HRQD benchmarking so that's what we use because all of our.
Um companies taking it have at least a thousand employees but you know you can make these your own.
So case volume per thousand employees it really normalizes the data across your organization so.
You can cut it in different ways i'm going to show you an example but really help you.
Identify trends or spikes on a specific issue category um or compare performance or issue or.
Issu cases across teams or locations can be very powerful and a really great place to start um is.
That one very similar EOC cases per thousand or per hundred a benchmark we have you'll also notice.
Here anything that has a star means there actually is a benchmark already in the HRQ benchmark study.
Um excited to say that if it has a plus sign it means that as of 2025 we're actually going to be.
Having a new benchmark because we're getting some more data in this year's study so we're excited.
About that so EEOC cases per thousand employees again if you're a small organization you might be.
Able to you probably could tell me right now how many EOC cases you have if you're a much larger.
Organization you might want to see you know you know how are we do we have you know we have EOC.
Cases like it's going to happen people if you have a large organization um you know but but.
How does that how does that compare is it good is it bad is it increasing over time um if you.
Have a very large organization maybe um and again this is US a US metric only um but there might.
Be similar metrics that you can use u in other regions issue to case ratio is one of the ones.
That I think is really fascinating um this came up at a couple benchmarks um I'm sorry a couple.
Round tables ago but really helps you measure the relationship between the number of issues.
Raised and formal cases open so you know it can help you understand complexity people raise cases.
With you know my FMLA has been violated I've been retaliated against my ADA has been vi I'm sort.
Of throwing out a lot of different acronyms but it's never so clear and so that leads to greater.
Complexity more time that you're going to have to spend really thinking about all the different.
Issues that have been raised in one case it can indicate uh issues with um investigator workloads.
Um emerging trends and employee concerns so a lot of things can be gleaned from issue to case.
Ratio again looking at it in a vacuum you'll look at a number and say "I don't know is this good.
Or bad?" Looking at it against the benchmarks that we're going to be providing externally so.
Similar companies or within your organization or over time how that's changed if you have a.
Team of 10 on your employee relations team and the issue to case ratio keeps increasing that.
Means things are getting more complex so again why are they getting more complex how is that.
Changing the workload of our team so it can be really interesting to look at case disposition.
That's one of the ones that we're going to explore a little bit further today uh but it.
Tracks the percentage of issues that are found to have merit or substantiated compared to those that.
You might deem unsubstantiated or inconclusive or substantiated without another reason it helps you.
Identify sort of the quality of reporting your it can look at your investigation processes.
Um and really help you identify areas of improvement um or you know maybe there's areas.
That you're treating people differently you're substantiating at different rates in different.
Regions or different locations your investigators are looking at things differently um there could.
Identify some bias in your organization as well so a great um KPI to look at employee relations.
Staffing ratio all of you that think you don't have enough people this is a good one we have.
The benchmark it's actually a norm now because it's stabilized so much over I think the seven.
Years that we've done it we we um identified it as a norm so when you need help in your organization.
It's great to say look we have X number per thousand employees of ER professionals and for.
An organization our size we're really low you know we're really low we need more so it's a it's great.
To start looking at that you know how is your population or your group changing uh based upon.
The size of your ora organization do you you know how do you ensure you have adequate resourcing.
Um to support the case management that's coming in hotline issues per thousand employees most.
Of these are pretty self-explanatory but again over time are employees building trust we did a.
Um a webinar with Chris Gaglin from Cure Leaf and he talked about how their hotline issues per.
Thousand employees went down tremendously over I think it was like a three-year time period because.
And it really showed that they were building trust in the organization or maybe it's you.
Know going down more than others or you have less calls in certain regions so it can really be very.
Um very helpful similar the name versus anonymous report this is for your hotline you know are.
People feeling comfortable or are they more likely to be anonymous when they when they.
Um report something again you know do we have more insight on employee trust and psychological.
Safety within the workplace i love that one because it speaks to culture and what kind of.
A culture are you really uh are your employees experiencing so I love that one absolutely um.
And those two will also have in the uh based upon the benchmark this year enps which is the well we.
Call the ENPS but it's you know are we asking people how we're doing um and so you know ENPS.
At least HR acuity we ask sort of the classic how likely are you to recommend your employer.
Uh I'm sorry a fellow colleague come forward to HR with something similar an issue similar you.
Know how'd you do you know that's really the best that's how we're going to get people to come to HR.
Was it trusting was the process okay uh we ask other questions like you know were you treated.
With dignity and respect uh was your hand issue handled in a timely manner right we're not asking.
Asking did you like the outcome but how are you treated when things go wrong and so hold yourself.
Accountable to a number it's never going to be 100 everybody's not going to be satisfied it might not.
Be high but what is the benchmark and what are we trying to achieve can we move it a little bit.
Further just like we do with all other survey types that that we do with our customers and.
Our employees so it can be really powerful and the last two are really related to dollars how.
And we hear this a lot how do I show the ROI how do I show the dollar how do I show the investment.
So two here and we're going to dig into one a little bit uh is uh what we've called performance.
Management impact and that calculates severance costs related to performance management and again.
It could be other costs you can decide what's included in those costs um divided by the total.
Number of employees and this will really help you um assess impact and efficiency of performance.
Management strategies that you're using if that's something that your group does we're.
Going to talk about that one later and legal costs same concept but measuring the external.
Legal and settlement costs related to employee issues divided by the number of employees um.
These came to mind you know a metric that we look at at HR Acuity is um revenue per employee right.
How are we getting more efficient as we grow as we continue to grow so there's a revenue so it's.
Very similar to that are we getting efficient and are we doing things that are impacting the cost.
And the risk to the organization so we're going to go into a couple of these just to show you um sort.
Of them in action but I want to pause here to get reaction from the panelists on these or maybe you.
Know some that they say yes we use this we don't use it here's some of the challenges they're not.
All going to be easy to gather right away um and then you know just have some conversation about it.
And kick us off so just a couple of things to think about when you're looking at these so I.
Will proudly say that we are HRQ customer and one of the things that we did when we set these up was.
Think about who did we need to report to so when we became a public company um one of the things.
That we kind of segmented was okay these are the things our board is going to want to know about.
These are the things that you know the leadership will want to know about and so interestingly.
Enough or maybe not so interesting to many of you we decided to separate our employee relations.
Function versus our investigatory function and one of the reasons we did that again was thinking.
Through some of these KPIs who was going to need the metrics who was going to need the data um we.
Felt like it was most beneficial if we segmented those two so I just wanted to share share that.
With you and one again when you're thinking about case volumes I mean for most of us the highest.
Case volume is probably going to be performance related and so you know again when you think about.
That who wants to know about that probably not the board you know and so when you separate those or.
You think about the setup it does help when you think about future reporting as well i love that.
I almost think about sort of an extra piece on this and we have a one pager on these KPIs.
Which give an explanation which we can get out to everybody but I'm thinking about we can build on.
That sort of with the KPI why are you doing it why are you putting this together who how often.
Are you going to be doing it um so I think those are some great things to think about as you do.
This anyone else yeah I won't go too much into the uh cases per thousand because I think we're We're.
Drilling down to that soon Deb we are we are yeah um but you know these are I will say for Honeywell.
Specifically these are KPIs that just to just to be transparent we don't we're not tracking you.
Know probably even half of these at the moment but there's significant opportunity and significant.
Appetite for us to start tracking these one of the one of the key initiatives that we're going.
To have this year is is really bridging these KPIs with other HR related KPIs or data points that we.
Don't have access to and I I'm not sure we touched on that initially but I think that's really.
Important as well is to understand that these are indicative or there's correlations between these.
KPIs and other things that may already being looked at in in your organization so really.
These maturing these KPIs is just it that bridge into the value again into other functions other.
Stakeholders understanding okay there is something here to the ER world to the ER data it's not just.
That day-to-day um those day-to-day items that they understand that we do best there is something.
Here and that that correlation matters and again I think that that builds the trust internally with.
Your stakeholders and that builds that that value ad as well yeah that's a great point and I you.
Know bringing in other data it's not in a vacuum we should understand our data but then be willing.
To go and I'm sure there's KPIs that have you know that we could put together that that meld that and.
Some some organizations do that they put it sort of in a data lake and they start looking at things.
And we should be doing that as well we're getting some great comments here which I can't look at all.
Of them but we're going I'm going to look through all of them after there's some things on time to.
Close and how how quickly you know KPI how quickly you get you know you answer someone or you you you.
You uh manage a case um someone asked about how do you calculate the uh employee net promoter score.
It can be a couple ways you can use a classic net promoter score which is on a scale of 100 which.
Might be confusing but you might just ask some questions right if you send a survey out you know.
Rate on a scale like scale of 1 to five you know how likely are you to recommend someone go to HR.
You know were you treated with dignity and respect and then calculate it and there's your score so.
Uh you know don't over complicate it um do something that you can do quickly with it like an.
Average it just gives you a a base a baseline to go after and say you know we were a 3.5 you know.
Maybe next year we should really let's what can we do let's look at the data maybe we should talk.
To people maybe we didn't get back to them in time maybe they felt you know get more data to see how.
We do it someone talked about time to close i also want to mention because I in this report are these.
Benchmarks so you can download this so I think you gave a page number we give number of uh it's done.
Annually um you can decide you want to do your quarterly i think annually internally is too long.
We're just not going to do a benchmark more than annually but um certainly quarterly or monthly.
Whatever cadence works best for your organization um let me just um and we are going to share the.
One pager let's go to the next slide let's dig into them a little bit just to see them in action.
Um and I will preface this by saying this is fake D it's illustrative data i don't want to call fake.
It's illustrative data here we're going to take the first one case volume per thousand employees.
So we're looking at it by a thousand it's it's looking at those trending and normalizing it.
Right if you have um you know we you know one big division with you know a lot of people in it and.
Then another division with less people it's hard to tell that big division is always going to have.
The most issues but is it when you normalize it maybe maybe there's something spiking in some of.
The other areas so um the calculation is pretty pretty straightforward it's the number of cases.
Within whatever time period you're using divided by the number of employees divided by 100 thousand.
Rather or 100 whatever you use um so my example is 20,000 employees 865 cases in the quarter so the.
CVE um even giving it a little acronym is 43.23 so that in and of itself not very helpful doesn't.
Really tell you anything so when you look at the data or you you you trend it over time that's when.
We can start to see what this KPI really means so if we go to the next slide again illustrative data.
Here um we're looking at a workplace maybe looking at the work location some people are remotes a lot.
Are in the warehouse or retail locations um and then we have headquarters we've normalized that.
Data there's lots of different people maybe you know in each one and we looked at the company as.
A whole and we can see that I don't know i don't know i'll let our experts here what does this data.
Tell you what would if this was your data what would you what would what would stick out to you.
Well you're obviously normalizing it which is good um and what's going to stick out in when you.
Report this data is going to be that your retail warehouse employees are running at a higher rate.
Than the total company and so that's going to be kind of where the the initial drill down should.
Happen or the initial questions are going to come from my experience in this specific area we've.
We've been really focused around actually being a little bit more even granular at the site level so.
We have we have 400 plus sites here at Honeywell um a lot of different type of workforces but we.
Do have a lot of manufacturing sites and a lot of um sites where um that drive a lot of ER issues.
And so we've actually been doing it per site and that has really helped us understand because at.
The end of the day what we've really been after is actionable data and when you are too when you it's.
The 30,000 ft view it it's it's a directional view right it it tells you where to go where to have.
Discussions where to have additional conversations but this site specific data um is kind of where.
We've drilled it down into and then that allows us to see across our business units and then we.
Can filter it by functions potentially uh and then it it allows us directionally to go have.
Conversations with our HR business partners who sit on that site to get a little bit more even.
If anecdotal get a little bit more insights and that really really tells us the story in terms.
Of insights and so when we end up reporting out these similar visuals we often already have those.
Answers of what is driving that spike so we see we do it per 100 employees so if we see something.
Running at 10 10 reports per 100 employee we'll talk to the HR business partner um and they tell.
Us that there's significant changes in leadership that there's been an policy enforcement uh there.
Was a ter there was a overtime uh policy change there's a lot of this noise that happens that.
Drives our ER cases up and us just directionally knowing when to go ask those questions has been.
Really beneficial i love that and and the thing is like there might be a spike for a reason right.
You do sexual harassment training there might be a spike that means people listen to it and it and it.
Worked and so you don't have to react every time but going and looking at that because it might.
Be indicative of something else happening and or it could help you predict so we know when we do.
This case volume goes up we can't help it we're always going to have to do this whatever this is.
But the next time we do this we're ready for it or we you know we put in more resources or things.
Like that so um yeah someone asked about the line so the the line representative we should have put.
A number what we're doing is the HRQ the external benchmark just to show where that is again it may.
Or may not be um uh helpful for your organization but it gives another sort of you know where are.
Other organizations sort of what's what's the general norm so great executives love seeing.
Benchmarks they do um on the flip side of that I'd also encourage you to look at the remote employ um.
Employees as well exactly when you're looking at this your eyes get drawn to the retail warehouse.
Population but I would encourage you to actually look at the remote employees as well because you.
Want to understand what's happening on the flip side and are there things you can replicate as a.
Result of what's happening in the remote employee um population they're not perfect but there's.
Something that's working there and are there things that you know culturally you could either.
Try to implement within this retail warehouse population as well or even if that doesn't work.
You know what story what's the counter story there that's happening with that remote employee so.
I just wanted to to point that out as well or do they do they have too few are they not do they not.
Know how to share a concern or report something right rebecca I was I was going to get right at.
That and and that's where my eye went and I would question what does that mean does that mean that.
They're happy working remotely does that mean that they're completely disinterested and not.
Focused so I would dig into that um a little more awesome all right we're going to move on these are.
All this is this is why you guys are so good let's go to the next slide i'm not going to spend a lot.
Of time on it but this is just you know again looking at the same company all illustrative.
Same thing here's regionally and to Adam's point you can drill down as much as you want to in your.
Organization once you have this data if you have the data it's easy to do the calculations and do.
It over time and you could see again um US is a little bit ahead maybe uh Asia-Pacific again is.
It is it cultural do they not have the AB you know but you're normalizing it so now you're.
Looking at normalized which is which is why this is such a valuable metric to be looking at and.
Again you could look at it by types of cases so you could do the same thing by performance cases.
Or by policy violations or data loss cases that you might have let's move to the next one i just.
Want to be in time and I want to get through these case disposition this was the percentage.
Uh of cases that are um substantiated so we're looking at policy violations behavioral issues and.
Retaliation again we can see we've just done a a real easy calculation what percentage of the cases.
Uh have been substantiated not substantiated with other findings which is um happens a lot we use.
That a lot or unsubstantiated again you might use different um merit with merit our clients use a.
Whole different things but um really something to compare internally or based upon the issues.
You know why are retaliation cases substantiated at such a much lower rate than other issues where.
We know like if we look at EEOC retaliation cases are the things that typically get proven.
Um or or um companies get in trouble with more so than the other issues so um I don't know the.
Answer because this is fake data so we don't have to opine about it but let's go to the next slide.
We took the same thing for policy violations and again we cut it by tenure so looking.
At specific demographics of our population any comments on this data or the one before.
Rebecca I know you're dying to say it well yeah like what's happening with your new hire.
Population um is there you know like I think you mentioned maybe you know is there a onboarding.
Issue they don't understand the policies is there I don't know is there unconscious bias happening.
With people who have been here longer where people are sort of ignoring them I don't know.
Like there are many questions but it gives you a good starting point it goes I was thinking about.
Margarita's story she was telling about they did onboarding differently they stopped doing.
The onboarding program so maybe it wasn't as obvious what was right or wrong or maybe.
Uh the policies that we've had for years don't make sense anymore to the new generations that.
Are coming into the workplace yeah i mean those first two I would I would figure out how to cut.
Them further what lines of business are they in you know the even the ages you know generationally.
There there could be some some challenges there so yeah absolutely i mean there's so many ways you.
Can look at this data again you don't want to get into sort of paralysis by continuing to cut things.
To look for you know they say if you keep looking for something you're going to find something but.
Decide what's important what's going on maybe there's a lot of uh turnover amongst your you know.
People that are coming in you know you're losing people in the first two years um and so that could.
Be an interesting thing to look at are we you know are we not training them do they not understand.
The policies uh etc okay and there's just so much people in the chat have such great ideas.
I'm I know i can't wait and Lexi can we make sure that I get I think we get all those chats so it's.
Great so we're gonna have by the end of the month I'm gonna have another 20 but there's just and.
Then you can pick and choose like what's right for your organization so the last one I I really like.
I think it's harder to get we'll go that we're going to show here because you really uh you need.
To get data from different resources you're really going to have to talk to your legal team and your.
Finance team and think about do we want to track this but this one is a performance management.
Indicator it's like the one with the legal one but it's really looking at the costs related to.
Performance management when we're when we're losing people when we're paying them to leave.
When we're doing um any other type of activities again you decide what goes in that bucket those.
Costs associated with it doesn't just have to be severance maybe other costs outplacement things.
Like that um and divide it by the total number of employees so you pick a time period i would say.
For this a year is probably the time period you want to pick um divided by the number of employees.
22,000 employees we spent about 1.9 million in performance management related spend so our PMI is.
$88.29 per employee regardless of whether or not we know not all those employees but we're.
Taking that and we're spreading it out across our population so again $88 what does that mean let's.
Look at it in the next slide if we start tracking this year-over-year we can tell some compelling.
Stories about quite frankly the effectiveness and the impact of what at least in part the HR.
Team is doing and managers manager training i mean there's a lot of things it's not just HR.
But how are we doing how effective are we getting at managing performance so as you see here the.
Spend goes up the employee count goes up so someone might say "Oh my god we're spending.
More year-over-year on performance management." Well we are but the reality is we're becoming.
More effective because we have more employees so our PMI um is actually less year-over-year.
That's when you can start having some really good conversations when people say "Why do we have this.
ER team what do we need them for?" Well we need them because there's risk here um it takes away.
Time and it actually costs us money and again we sort of created these numbers um just to.
Illustrate the point and I think most of you could see how this would work so any any thoughts on.
This it's pretty straightforward so we have two two minutes i wish we had time for questions.
The one thing I want to say is our point here was we wanted to make ERKPIs approachable and.
Actionable they're not that hard you have the data everybody's starting to track this data or.
If you're not put in a few goals for yourself for 2025 think about talk to your stakeholders.
I'd love that uh comment from the panel and so I'm just going to give two minutes left i'm going to.
Stop talking one minute left if everybody here can take 20 seconds and just share one maybe.
You know key to success adam what do you got key to key to success is take a step back from what.
You're doing every day uh understand what your stakeholders and senior leaders need and wants.
Understand what you want for your function and start obsessing over the data that you can have.
Yes testing michelle that's a thousand% to what Adam just shared you know I'd say understand.
Where your leaders want to go and then when you look at your goals try to figure out ways to be.
Able to match that to some of the data that you're sharing you don't want to just share.
Data arbitrarily you want it to have a focus you want it to be tied to something so do your.
Best to be able to figure out how you're going to tie it to what their organizational goals already.
Are because then you'll make sure you'll have an audience i love that yeah Margarita stay close to.
Your stakeholders um partner together collaborate and overall uh have a sense of humor we're not um.
We're not into brain surgery here no absolutely keep it simple and this is you know Rebecca bring.
Us home yeah I was going to say seeing the comments and the ideas flowing in the chat.
Our community is so wise and so my advice is if you are lucky enough to have a people analytics.
Team which Margarita mentioned a couple of times take them to lunch manage that relationship worm.
Your way in because they need to give you some love and help you correlate all of these amazing.
Uh KPIs that you're developing i love that and lean on our community 6,500 right and growing.
Employee relations professionals and empower ask the questions what are people seeing are.
They seeing more or less and and I just want to thank everybody I am so excited to read all.
The comments I'm going to start creating docu maybe not creating documenting more KPIs that.
You're doing I'm not creating you are so that we can share them with our community.
I'm scared Deb I'm scared you're going to have so many oh I love it all right well.
Thank you everybody thank you to our wonderful panel please join us for more of our webinars.
That are coming don't miss Lori and if you're in healthcare definitely sign up for the eync.
Er thanks all bye everybody.