The average organization invests more than 52% of total revenue on Human Resources related expenses and yet little effort is expended to understand what impact such substantial investments have on driving business strategies, goals and objectives. In order to evaluate the performance of the Human Resources function, Human Resources Development programs and Organizational Effectiveness, key questions need to be answered to create measurements that are relevant and meaningful to one?s business partners. While metrics are not goals themselves, they can be powerful tools to drive accountability, analyze return on investment and demonstrate the effectiveness of HR/HRD/OE services, programs and initiatives. Many measurements already in place have limited usefulness, are not aligned with current business objectives or obscure the vital information necessary to make critical business decisions. Through the use of lectures, assigned readings, small group assignments, case studies and business simulations, students will develop overall competency in designing, constructing, analyzing and interpreting the metrics necessary to position Human Resources as a vital and strategic business function. A final project will require each student to create an Individual HR Dashboard of metrics closely aligned to the strategic business objectives of any selected business. Upon successful completion of the course, it is expected that students will have developed expertise in the following specific competencies: aligning HR metrics with strategic corporate objectives to drive business results; creating recruiting metrics to reduce costs and improve candidate pools; quantifying employee productivity and customer satisfaction through metrics; integrating compensation and performance metrics to maximize pay for performance effectiveness; forging a strong link between learning outcomes and business results by incorporating accountability metrics into each learning initiative; developing a metrics-driven learning scorecard to measure the speed and effectiveness of organizational learning; utilizing leadership metrics to build a leadership pipeline that advances succession planning; and finally, creating talent management metrics to leverage the impact of high potentials on critical business imperatives.