Overcome New HR Metric
“It’s too expensive!”
“Sorry, we cannot afford it at this time.”
“We have always done it this way; why change? This works just as well.”
Statements like these are often reasons new HR metrics are supported. For organizations to support the use of new HR metrics, there needs to be context so the value can be seen and the support can be given.
For example, it is not enough to say that the turnover rate has remained fairly low since the implementation of a new HR initiative. Strategic partners need more context in order to see the value. Has turnover decreased since last year or since the 1990s, and by how much? Or, is the turnover rate currently lower than the chief competitor? The measurement is only valuable if it is relevant and aligns with the organization\’s strategic goals. Being aware of the common challenges of implementing new HR metrics can help HR professionals prepare to overcome these challenges.
With these thoughts in mind:
By Day 3
Post a cohesive and scholarly response based on your readings and research this week that addresses the following:
How you might overcome at least one of the common challenges of implementing a new HR metric? For example:
Continued use of legacy metrics
Accessibility of value-added metrics
Provide 2-3 examples from the literature or your experience that have shown successful in overcoming one of these common challenges.
How to Overcome New Metric Implementation Challenges
A legacy system can be one of the hurdles in implementing new changes. The study by Conteh & Akhtar (2015) on the implementation challenges of Enterprise systems established that legacy system delays and increases the cost of implementing the new system. The legacy metric as a barrier to implementation of new HR metric might be as a result of the personnel unwillingness to adjust to changes in the management. The HR professional should take a leadership role and influence employees through coaching, training, and motivation. Erwin & Garman (2010) argue that leaders play an influential role by acting as agents of change. As such, they should focus on understanding the resistance to change and adopt appropriate measures, including making the employees understand their benefits will not be threatened by the anticipated changes.
Multiple legacy metrics also challenge the implementation of the new HR metric. The time and cost required to incorporate each metric are high, resulting in leaving some of the legacy metrics out of the new program. For example, the existing HR metrics in Chick-Fil-A can be the barrier to the introduction of new metrics in the company. It might be difficult for the HR professional to decide which legacy metrics should be integrated into the new system and the ones to be eliminated. The management should prioritize the multiple current metrics and consider which one should be integrated into the new HR metric based on their usefulness and resources needed.
The continued use of legacy metric problems can also be addressed by understating the current status and potential impacts on the new HR metric. Legacy metrics are a result of a system that cannot be labeled as outdated. As such, the HR professional should evaluate the legacy HR metrics in place to understand their current and potential aspects and their impact on the new HR metric. Evaluation is important in any process, as asserted by (Griffin, 2010) since it leads to the integration of all crucial aspects in the final results. The evaluation should be detailed, including putting into consideration how the retained legacy metrics will impact the organization’s growth and future business.
Conteh, N. Y., & Akhtar, M. J. (2015). Implementation Challenges of an Enterprise System and Its Advantages over Legacy Systems. International Journal of Computational Science and Engineering, 7(11), 120-128.
Erwin, D. G., & Garman, A. N. (2010). Resistance to organizational change: linking research and practice. Leadership & Organization Development Journal, 31(1), 39 – 56. https://www.cin.ufpe.br/~llfj/Emerald/Resistance%20to%20organizational%20change%20-%20linking%20research%20and%20practice.pdf
Griffin, R. P. (2010). Means and ends: effective training evaluation. Industrial And Commercial Training, 42(4), 220-225. doi:10.1108/00197851011048582