A challenge for many Human Resource professionals has always been getting a seat at the proverbial table. In other words, how can HR and the workforce, in general, be viewed less as an expense and more as an asset? After all, that’s what we all want, right?
Speak the Same Business Language
One of the primary reasons this remains a difficult task is because the language and analytics traditionally used by human resources professionals may not be as meaningful to others in leadership roles. For instance, while turnover percentage and time-to-fill are reliable indicators to many in the human resources arena, these HR metrics don’t necessarily translate well to CFOs, COOs, or presidents.
In many of my conversations with prospective clients, I hear this same scenario played out again and again. However lately, I’m seeing more frequent instances where changing how HR folks think to more closely align with other organizational leaders can turn this tide. Let’s take human capital, for instance. In particular, let’s focus on applicants and new hires, as that’s where our solutions work for most companies.
When adding applicant tracking software or employee onboarding software, many HR leaders focus primarily on justifying these web-based software applications by focusing on efficiencies gained and/or staff time saved. While these points certainly have merit, they also fall outside the common terminology of most finance and operations leaders. Because efficiency and staff time saved in HR are difficult to quantify and not directly attributable to the bottom line, these savings are usually discounted or dismissed entirely.
However, focusing on what direct impact those efficiencies can have on the revenue growth or profitability of the organization changes that conversation completely. Here’s what I mean – instead of focusing on time saved, work with metrics that are meaningful to your boss.
Metrics That Are Meaningful to the Bottom Line
Revenue per employee and profit per employee are very common ways to look at your workforce as an asset. Fewer employees with more revenue equals more profit — nothing too complicated about that. Thinking this way allows the human resources department to make a true business case for recruiting automation that will resonate with other leaders. Logically, here’s the case:
- Automating job board postings and using social media recruiting tools drives more applicant traffic to the organization
- Allowing applicants to apply online (vs. paper applications or emailed resumes) converts more applicant traffic to actual applications
- Leveraging job screening questions allows the recruiting team to focus on the higher quality applicants more quickly — even with a potentially higher volume of applicants
- Focusing more effort and spending more time with those quality applicants leads to hiring better people — this will be even more pronounced if you choose to utilize employee assessments to increase your potential for optimal job fit across your workforce
- Good employees ramp up more quickly, stay longer and perform better than average employees
- This drives more revenue, improves customer satisfaction, reduces operating costs, improves output, and the list of positive benefits goes on…
Now you’re making a business case for using solutions, instead of asking for something under the appearance that it will simply make life easier for you and your staff.
This may not happen overnight in your organization, but continuing to think more like your boss and communicating in his or her terms will improve your perceived value to the organization. Oh yeah…it will also help you get more of what you want and need for you and your team.
For help with making a business case for paperless HR software in your organization, please contact ExactHire.