EMERGING HR METRICS AT THE ROYAL CHILDRENS HOSPITAL

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EMERGING HR METRICS AT THE ROYAL CHILDRENS
HOSPITAL

• Frank Rog
• Executive Director
• Human Resources
• July 2006

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(No Transcript)
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Overview

• RCH The Organisation
• Key Drivers of HR Metrics
• HR Governance and Reporting Structure
• HR Strategic Planning Framework
• HR Objectives
• Current HR Metrics
• Evolving Issues and Challenges

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RCH The Organisation

• State / Regional Tertiary / Quarternary
  Specialist Service Provider
• Budget 250m, 2400 Headcount
• Vision To be a great Childrens Hospital
• Desired High Performance Culture
• 850m redevelopment project 2011
• Building Our Future organisational Renewal
  Programme
• Metrics part of OD and Cultural Transformation
  initiatives.

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Key Drivers of HR Metrics

• Embedding values and high performance culture
• Improve quality of expenditure
• Support Talent Management and Employee Engagement
  Strategies
• Board and Executive performance reporting
  framework and requirements
• Need to develop mix of lag and lead measures
• Enhance HR Value add and contribution

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HR Governance and Performance Reporting
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HR Strategic Planning Framework
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HR Objectives
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Current HR Metrics

• Focus on Lag indicators
• Traditional suite of HR Metrics (HR and OHS /
  WorkCover)
• Initial targets focused on managing variances
• Action and results oriented focus
• ADO Liability reduced by 250k or 1,000 days
• 2.4 reduction in Annual Leave liability

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Current HR Metrics
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Current HR Metrics
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Current HR Metrics
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Evolving Issues and Challenges

• Implement Employee Engagement Surveys
• Introduce Lead indicators
• Develop meaningful targets
• Identify appropriate Benchmarking opportunities
  (Health Round Table or CHA)
• Measure HR influence on productivity

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Everything counts, but everything doesnt need
to be counted. Albert Einstein