HUMAN RESOURCES MONITORING AND REPORTING SYSTEM

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HUMAN RESOURCES MONITORING AND REPORTING SYSTEM

• Luminita Stemate
• Paul Bender
• Operational Research Division
• Department of National Defence, Canada
• IMTA - Pensacola
• 3 6 November 2003

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Background
Several events conducive of problems

• Decentralization of HR Analysis
• Migration to PeopleSoft in 1997
• Forces Reduction Program (1993-1997)

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Health Monitoring and Reporting System

• An initiative that is meant to help solve the
  problems identified earlier
• - sound methodology
• - most comprehensive database
• An initiative that is meant to support the
  forces of tomorrow
• - inspiration source HR 2020

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General Description of the System
ROLE
To support the decision makers in identifying,
developing and implementing those HR programs and
policies that will permit the recruitment,
development and retention of the people needed so
that the CF can adequately respond to all its
commitments.
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ROLE
Specifically 1. To support the Annual Military
Occupation Reviews 2. To reduce the potential
for error by providing a one stop shop for
credible information 3. To ensure a better
comprehension and analysis of HR problems by
providing a global view of the system 4. To
readily provide accurate basic information (save
effort save time) 5. To eliminate the danger of
false diagnosis that might occur when only
uni-lateral analysis is performed 6. A powerful
tool for the analysts in D Strat HR 7. To
support the D Strat HR Quarterly Newsletter.
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The System
An evolving system the development of which will
start with a core set of indicators describing
the state of health of various military
occupations. The development will continue with
additional indicators and integration of related
indicators into macro-indicators.
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An Example Attrition at 20 YOS
Metric
average volume of releases are compared to the
pre-FRP average volume of releases at the same
point
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An Example Attrition at 20 YOS
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Other Indicators
Time in Rank Promotion Rate Frequency of
Deployments Experience Level Sustainability Attrit
ion related Etc.
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Guidelines for Development of Indicators

• Three phases
• Selection of a new indicator
• Development of a metric associated to the
  indicator
• Development of a methodology to translate
  numerical info into visual info (code of colours)

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Phase 1 Selection of a new indicator

• Simplicity
• Meaningfulness
• Suitability
• Universality
• Existent data
• Automated Updates
• Quantifiable
• Defendable

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Phase 2Development of metric
Use sound methodology to produce a credible
mathematical definition of an indicator.
A variety of measures volume, rate,
percentage, mean,median, percentile, etc.
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Phase 3Development of methodology to translate
numerical info into visual info

• Several methodologies
• - Comparison with the past
• - Absolute values
• - Comparison with CF values
• - Comparison with steady state values

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UTILIZATION OF INDICATORS
Although micro-monitoring the system through a
set of indicators can be very useful in itself,
the real value added is integrating all these
indicators into a smaller set of macro-indicators.
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REPORTING RESULTS
Key Factor Can make or break the system

• General information on the system disseminated
  periodically
• Proper documentation of the indicators (short
  and long descriptions
• Publication of results of analysis (web sites,
  oral and written presentations, periodic
  publications such as D Strat HR newsletter)

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CONCLUSION
A work in progress. Interested in any feedback.