Introduction Of People Metrices in Software Engineering
The concept of people metrices originated in the area of HR management. It provides a quantifiable measure of people’s activity. These metrices are helpful to provide evidence of performance against things like objectives and goals. People’s metrices have become important for Balanced Scorecards and other performance measurement systems. The reason is thanks to the necessity for effective management over human resource capital; i.e. the proper utilization of the intellectual capital that helps in the derivation of value. And to make matters more urgent, senior management sometimes fails to utilize the actual value of the human resources within an organization. It is very common to see a little emphasis on the management of people within a balanced scorecard. Thus, it becomes very important to explain or we can say demonstrate the value of people capital to executable management. People’s metrices can provide evidence of performance against objectives and goals.
Following given some example of people metrices which may include :
- Calculation of average to fill a new position.
- New hire failure factor.
- Headcount by gender.
This also assists HR to talk the language of the chief team. By measuring people management activities, the worth to business outcomes are often translated into quantifiable evidence and presented during a language that resonates with business leaders.
Categories of People Metrices :
The major categories of People Metrices are as depicted in the following figure:
1. Staffing Metrices :
This type of metrices quantifies the return on investment in your employees. These measures include quantities such as :
- Cost per Time
- Recruiting Efficiency Ratio
- Cost to Replace an Employee
2. Retention Metrices :
It often measures important aspects of turnover. Management often wishes to quantify such variables:
- Turnover Rate
- Average Tenure
- The Rate of Veteran Worker
- The Financial Impact of Employee Turnover
Results often indicate what proportion each separating employee is costing the corporate and help the corporate create proactive plans to stop the loss of top talent.
3. Training and Development Metrices :
It quantifies the learning processes of new employees. These measures includes activities such as:
- Training Process Time and Costs
- The time and cost of on-the-job learning
Results often demonstrate the success of professional development processes and how much they help the organization to achieve its business goals.
4. Recruiting Metrices :
It measures activities involved in the stages of attracting and selecting top talent. Decision-makers frequently want to quantify variables such as :
- New Hire Performance
- Turnover Rates of New Hires
- Impact of a Poor Hire
- Return on Investment in a New Hire
One Thing is Common Through, we need to collect consistent information on our resources, use metrices that enable decision-making and ensure that talent management strategy remains relevant with overall business strategy and contributes actively to business growth. We need to choose the metrices that help the management to make quick and sound business decisions that are based on facts rather than feelings.
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