Think about this for a second. Are you measuring HR? What are the measurements you are tracking?
If you aren’t measuring HR, why would you want to start?
Many companies are trying to track employee satisfaction with HR services or transactions. Even more are capturing volumes of services. Those are excellent measures if you are trying to diagnose efficiency of a specific function or process for targeted improvement, but do you send those numbers to your boss? Do those numbers reach the C-suite?
The brutal truth is that the only reason you would ever send volume or satisfaction numbers up the line is to justify your own existence, to “prove” you are doing work of value. The problem with that approach is that it is very transparent in an “emperor has no clothes” sort of way. If you are fighting to justify yourself, it casts a shadow of doubt on your numbers. It does nothing to show the value HR brings to the business. It doesn’t matter how insightful your take on the numbers is, the business has no reason to trust you.
If you are going to measure HR, and you really should, you need to pick metrics that speak directly to the function of the business. Or at bare minimum, ones that can be directly correlated to a business measure. An employee being happy with a process is valuable to that process, but the business wants to know if that happiness made the company more profitable.
If you’re measuring the wrong things for the wrong reasons, stop. You are part of the problem by adding costs (labor) to something that undermines your credibility and at the end of the day isn’t helping your company be better.