RE: Discussion - Week 2 COLLAPSE Researcher Feffer (2017) discusses that using digital tools and data to measures, report, and understand employee performance is such a high priority in the undertakings of any modern organization. His insights in human relations call for the measurements that can be used to determine whether or not the HR policies work in an organization. These measurements are the HR metrics, and they range from one company's needs to another. In this paper, therefore, the familiar organization I will use to address the questions is the McKinsey and Company (Arellano, DiLeonardo & Felix 2017). It is multiple chains running a restaurant business. The three metrics that HR professionals use to support their organizational goals are revenue growth per store. This entails the productivity that can be given out in a workplace when the organization correctly outlines how to work out the ratio of inputs to that of outputs. It should be noted that in the proportions, the production should outweigh the data in order to record the right productivity attainment. The second metric is on average customer satisfaction. This metric can only be determined through the right and procedural understanding of the employee characteristics. In this case, the organization needs to engage its employees in a manner they are to understand their culture's motives and total capabilities. Conversely, this will improve service delivery to the consumers of the company's products. The last of the three metrics cover the average speed of service to the customers. This metric can only be ascertained when the company has estimated the proper time it takes to implement the worker's turnabout. It serves the number of employees attending to the customers—the amount of time it takes to fill the gap needed for active customer service. This estimation provides for accurate business planning from understanding the recruitment strategies. The chosen metrics which deals with the average speed of service to customers is essential in offering strategic value to the organization by allowing the company to estimate the correct time it will take to fill the open position as is posited by Feffer (2017). This metric occasionally offers problems such as ineffective advertisement, inaccurate business planning, among others. These problems are, however, solvable when the estimated time set for the process works to the advantage of the organization. In much simpler terms, if the time is set to be within 30 days and not 45 days of getting a new employee for the given position, it means, therefore, that the company will have adequately catered strategically for those 30 days. It means the business will be productive and as efficient as before for those 30 days. If the company fails to find the right personnel for the post and the set time of filling the position is not clearly outlined, then the business will be inconvenienced. Equally, productivity and employee engagement metrics are correlated in that the organization firstly determines the nature, history, and the typical attributes of their workers. In so doing, the organization certifies its confidence in the service delivery of its workforce, which ultimately offers strategic value in terms of productivity. Human Relations (HR) professionals can leverage human capital analytics to support organization change by determining the workforce driven components of the business. In this case, taking the sampled organization of the study (McKinsey and Company), the amount of revenue generated depended primarily on the number of employees it had (Wiley Connections 2018). That is before the study and after the application or piloting of human resource metrics (People Analytics). This company is a global chain of restaurants; the reputations are held high across the United States and other subsidiary states where it is partnered. In addition, to meet the number of customers day and night, HR professionals determined that workable shifts be implemented among the changed policies in running the company. In this case, during the business hours of the company, the management team can observe and note when there is a higher surge in customers. That will be the valid period to leverage the human capital. A similar case is during the peak seasons in the business. The company's head of operations can engage a large number in human capital as would be opposed to during the low business seasons. References Arellano, C., DiLeonardo, A., & Felix, I. (2017). Using people analytics to drive business performance: A case study. McKinsey Quarterly. Retrieved from https://www.mckinsey.com/business-functions/mckinsey-analytics/our-insights/using-people-analytics-to-drive-business-performance-a-case-study Feffer, M. (2017). 9 tips for using HR metrics strategically. HR Magazine. Retrieved from https://www.shrm.org/hr-today/news/hr-magazine/1017/pages/9-tips-for-using-hr-metrics-strategically.aspx Wiley Connections. (2018). Track key metrics to ensure efficient, effective staff management. Nonprofit Business Advisor, 2018(343), 5–8. RE: Discussion - Week 3 COLLAPSE McKinsey and Company is a chain of fast-food restaurants with branches all over the United States and in Europe (Arellano, DiLeonardo & Felix, 2017). The Company, before adopting the use of human resource metrics, had acute drawbacks in service delivery to its clients in nearly all its outlets. The inception of HR Analytics changed the way of narration in the given market strategies of the organization. Chief among its primary goals were two that dealt with employee turnout annually and prompt delivery in the form of customer satisfaction. The recommended HR Metrics that proved fit for the Company are improving revenue growth per store and providing average customer satisfaction. In summary, it is in line to draw a conclusion that nearly all these metrics are drawn from the Company’s goals. In reporting these HR metrics, the organization, such as McKinsey and Company have a hierarchical format that serves the smooth running of the Company. There is the team of Human Resource that takes the report on the employees and shares it with the executive (management) team. All the decisions that deal with the amount of time of reevaluations and assessment of the employees’ duties and outputs and so on are all conducted semi-annually. Generally, it is done two times in a given year. This is because it aligns with the Company’s financial report compilation. In so doing, it makes the work somewhat easier for the Company on which areas have loopholes and which other ones are well. The impacts that the two metrics have on the Company are positive ones as has been captured in the results when piloting the use of HR Analytics on given subsidiaries of the Company (Byerly 2012). There have been reported increased productivity in the amount of revenue generation of up to 5% of what was initially made in one store before incorporating the use of this new technology. Additionally, the Company has also seen improved customer turn out in the subsidiary sections of the Company. This means, therefore, that the average customer delivery metric has changed how services are done in the outlet, and this has called in more customers. These two are reported impacts the metrics have brought to the Company, as attested in the results of using them in the organization. The potential challenges likely to be faced by this organization are in the costs. Running the store as usual, together with that of incorporating the technology of human resource analytics in all branches of the Company, is going to be relatively expensive. Equally, the desired results may not be visible soon enough after inception; some may take time, for instance, in outlining the nature of the candidate fit for the job as discussed by Feffer (2017). The second challenge also navigates around the strategies that drive the implementation of most policies of the given organization. If the procedures are not as coherent to the needs of the Company, then the already witnessed dismal performance will persist. The additional HR metrics I discarded are the average speed of service to the customers and quarterly reporting of employee evaluations. These two metrics are all contributing to the given organizational goals (Wiley 2018). The reason for not using the earlier is that it resonated with a distance to the acute problems faced by the organization. Nevertheless, using this case offers multiple alternatives that could at best help in providing solutions for the organization. In a similar wake for achieving organizational sustained financial and commercial growth, specific strategies such as HR Analytics may be required. However, the challenges, the results could take the organization a step to meeting its goal. This is the same case for McKinsey and Company. References Arellano, C., DiLeonardo, A., & Felix, I. (2017). Using people analytics to drive business performance: A case study. McKinsey Quarterly. Retrieved from https://www.mckinsey.com/business-functions/mckinsey-analytics/our-insights/using-people-analytics-to-drive-business-performance-a-case-study Byerly, B. (2012). Measuring the impact of employee loss. Performance Improvement, 51(5), 40–47. doi:10.1002/pfi.21268. Feffer, M. (2017). 9 tips for using HR metrics strategically. HR Magazine. Wiley Connections. (2018). Track key metrics to ensure efficient, effective staff management. Nonprofit Business Advisor, 2018(343), 5–8.