If you’re an HR pro, you’re probably familiar with the following scenario: You try to explain your turnover problem in a hundred different ways to upper management to get the financial support you need to improve your staffing strategy, and nothing works. Finally, you attach a number to the problem. Then all at once the gears start turning, and your efforts get the financial support and attention they deserve. What took so long? Why do C level decision makers tend to overlook HR concerns until they can be quantified?

The answer is complex, of course, and has something to do with the fact that data-based decisions don’t always reflect the needs of real human beings with human problems. HR managers are sometimes caught in the middle between the human capital that drives the company forward and executive managers who don’t know exactly how to deal with this human capital until problems and issues are broken down into simple, understandable metrics.

With that in mind, you’ll do your HR department and your entire company a favor if you can isolate the specific metrics you need in order to gain leverage with upper management. Some of these metrics may fall into the categories below.

1. Where are you finding your best hires? 

Before you can answer this question, you’ll have to figure out how to measure the quality of a hire. The speed of the hiring process may play role, but your company may value employment longevity and weight of contributions against the days or weeks it took to find a person and bring them on board. Once you know what great hires look like, determine where these people are coming from so you can shape your sourcing strategy. 

2. Where are your areas of highest turnover?

Attach a number to the departments, managers, or positions that seem to generate the highest levels of employee loss. Why are so many employees jumping ship in these specific areas? 

3. How content are your current employees?

To find out more about what your employees need and want, don’t underestimate the value of surveys. Surveys and more surveys, and methods of quantifying those surveys, can help you figure out what kinds of working conditions your employees appreciate most. Once you do this, you’ll have an easier time keeping them and securing the support of upper management in your efforts.

4. How are you quantifying your exit interviews?
 
A departing employee can be a very valuable resource. Make sure your exit interviews are thorough, detailed, and again, quantifiable. The more information you gather after the fact, the better you’ll be able to attach this information to your bottom line when it’s time to make your case to company decision makers.

Reach out to the Texas staffing pros at Expert for more information on how to quantify your staffing metrics and gain the budget leverage you need to keep great employees on board.