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I have a question regarding HR benchmarking. When does HR metrics (data)become part of strategic planning? For example, we can measure turnover, time to fill, etc. but when you don't have control over these metrics it just becomes data. If I can clarify, in an organization of 2,000 employees there are many hiring managers, some good, some not so good. Some insist on seeing all applications and refuse HR recruiters to filter out apps. Hense time to fill becomes just an exercise in data reporting Is this just an organization's culture issue? I work with a public entity.


If you click through to the Where Great Workplaces Start post, you'll see that they offer some guidelines for a metrics strategy. Good luck!

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    Compensation consultant Ann Bares is the Managing Partner of Altura Consulting Group. Ann has more than 20 years of experience consulting with organizations in the areas of compensation and performance management.

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