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HOW TO USE ANALYTICS FOR STRATEGIC MANAGEMENT IN THE 21ST CENTURY
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12 STRATEGY ANALYTICSYOU MUST KNOW TO LEAD LIKE
STEVE JOBS
WHY ARE ANALYTICS SO IMPORTANT IN THE
21ST CENTURY?
HOW CAN I USE ANALYTICS TO MANAGE LIKE GREAT LEADERS?
ANALYTICS ARE IMPORTANT BECAUSE…
“YOU CAN’T MANAGE WHAT YOU DON’T MEASURE.”
…WITH THIS BACKGROUND, LET’S TAKE A DEEP DIVE
WHAT IS YOUR ORGANIZATION’S
BUSINESS STRATEGY?
HOW DOES YOUR ORGANIZATION CREATE VALUE
THROUGH PEOPLE, PROCESS AND TECHNOLOGY?
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FOR
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RA
TE
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HR
LE
AD
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SH
IPYOUR FINANCIAL
OBJECTIVES
YOUR CUSTOME
OBJECTIVES
YOUR INTERNAL BUSINESS PROCESS
OBJECTIVES
YOUR PEOPLE(LEARNING &
DEVELOPMENT)
VISION & STRATEGY
YOUR FINANCIAL
OBJECTIVES
YOUR CUSTOME
OBJECTIVES
YOUR INTERNAL BUSINESS PROCESS
OBJECTIVES
YOUR PEOPLE(LEARNING &
DEVELOPMENT)
BA
LAN
CE
D S
CO
RE
CA
RD
…NOW YOU KNOW THE STRATEGY… LET’S LINK YOUR DESIRED OUTCOME TO THE INPUTS
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IN A
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ION
…WE WANT TO INCREASE OUR SALES/PROFIT BY 30% IN THE NEXT FEW YEARS
YOUR FINANCIAL
OBJECTIVES
YOUR CUSTOME
OBJECTIVES
YOUR INTERNAL BUSINESS PROCESS
OBJECTIVES
YOUR PEOPLE(LEARNING &
DEVELOPMENT)
WHAT MUST BE TRUE HERE TO MEET YOUR OBJECTIVES?
CUSTOMER SATISFACTION? LOYALTY? PRODUCT QUALITY?
WHAT MUST BE TRUE HERE TO MEET YOUR OBJECTIVE?
OPERATION EXCELLENCE? COST REDUCTION?
WHAT MUST BE TRUE HERE TO MEET YOUR OBJECTIVES?
EMPLOYEE EXPERIENCE? ENGAGEMENT ? GREAT CEO?
…LET’S ASSUME YOUR STRATEGY IS TO INCREASE YOUR PROFIT BY 30% IN THE NEXT 3 YEARS
HOW CAN WE DIFFERENTIATE
TO REMAIN COMPETITIVE?
HOW TO ALIGN OUR
WORKFORCE TO OUR
STRATEGY ?
“YOU CAN’T MANAGE WHAT YOU DON’T MEASURE.”
AGAIN…
HR EXPENSE FACTOR HUMAN CAPITAL ROI
REVENUE FACTOR
HEALTH-CARE PER EMPLOYEE
TRAINING FACTOR
REVENUE FROM NEW PRODUCTS (INNOVATION METRIC)
TURNOVER COST
TURNOVER RATE
TIME TO FILL POSITIONS
ABSENCE RATE
HUMAN-CAPITAL VALUE ADDED
ROI ON WORKFORCE EXPENDITURE
THIS LIST IS NOT EXHAUSTIVE BUT THE MOST USED FOR REAL IMPACT AT THE LEADING ORGANIZATIONS
USE THESE STRATEGIC HR ANALYTICS TO GAUGE THE HEALTH OF YOUR ORGANIZATION
WHY ARE THESE ANALYTICS IMPORTANT?
BECAUSE THEY WILL HELP YOU SPEAK IN THE LANGUAGE OF YOUR CEO
…about
YOUR ORGANIZATION’S EFFECTIVENESS AND EFFICIENCY IN LIGHT OF STRATEGIC HR MANAGEMENT
WHAT ARE THE EFFICIENCY METRICS CEOS CARE ABOUT
TIME TO FILL HR EXPENSE FACTOR COST PER HIRE
HUMAN-CAPITAL VALUE ADDED
HUMAN CAPITAL ROI
HEALTH-CARE COST
PER EMPLOYEE
WHAT ARE THE EFFECTIVENESS METRICS CEOS CARE ABOUT
ABSENCE RATE
TRAINING FACTOR
REVENUE FACTOR
DEFECT RATE TURNOVER RATE
REVENUE FROM NEW PRODUCTS
(INNOVATION METRIC)
?
?
INNOVATIONDISTINGUISHES LEADERS FROM FOLLOWERS
STEVE JOBS
…FOR EXAMPLE THE REVENUE FROM NEW PRODUCTS (INNOVATION) ANALYTIC
THIS ANALYTIC WILL ALLOW YOU TO GAUGE HOW INNOVATIVE IS YOUR ORGANIZATION.
THIS WILL DEPEND OBVIOUSLY ON YOUR INDUSTRY.
EMPLOYEE ENGAGEMENT METRIC SUCH AS ABSENTEEISM FOR EXAMPLE
OR INNOVATION METRIC SUCH AS REVENUE FROM NEW PRODUCTS
OR HUMAN CAPITAL ROI METRIC
…USE SOME RELEVANT METRICS DEPENDING ON YOUR STRATEGIC OBJECTIVES
THEN REVIEW THE FINDINGS FROM
YOUR ANALYTICS
WHAT IS WORKING IN YOUR DESIRED OBJECTIVES
WHAT IS NOT WORKING IN YOUR DESIRED OBJECTIVES
…THEN
…CHANGE OR IMPROVE THE TOOLS IN YOUR TOOLBOX FOR REAL ALIGNMENT
SOURCING &
RECRUITING
ORIENTATION&
ONBOARDING
TRAINING &DEVELOPMENT
COMPENSATION&BENEFITS
EMPLOYEE ENGAGEMENT
CAREER GROWTH
OPPORTUNITY
SUCCESSION PLANNING
DIVERSITY &INCLUSION
EMPLOYMENT BRANDING
COACHING &MENTORSHIP
LEADERSHIP COMMITMENT
WORK LIFE/BALANCE
ARE YOUR TOOLS ALIGNED WITH YOUR DESIRED OUTCOMES?
TOP NOTCH INTERNAL PROCESS: PRODUCT
QUATITY OPERATION BRAND
CUSTOMER/CLIENT LOYALTY:
SATISFACTION REPEAT CUSTOMERS
CUSTMOER GROWTH
IN TURN WILL INFLUNCE
YOUR FINANCIAL
OBJECTIVES
IMPACTS
ARE YOUR TOOLS ALIGNED WITH YOUR DESIRED OUTCOME ?
…BY NOW, YOU KNOW THE WEAK LINKS IN YOUR SYSTEMS THAT NEED REINFORCEMENT OR CHANGE
USE THE TOOLS IN YOUR TOOLBOX TO REINFORCE OR ALIGN THEM TO
YOUR DESIRES OUTCOME.AS A RESULT, YOU WILL INFLUENCE YOUR INTERNAL PROCESS WHICH
WILL INFLUENCE YOUR CUSTOMERS THEN YOU WILL GET YOUR DESIRED
FINANCIAL OBJECTIVES OF 30% PROFIT.
INFLUENCE YOUR PROCESS
YOUR CUSTOMERS
THEN INCRESE YOUR SALES/PROFIT BY
30%
How can I use the tools in my toolbox TO INFLENCE MY INTERNAL
PROCESS?
WE HIRE PEOPLEWHO WANT TO MAKE THE BEST THINGS IN THE WORLD
STEVE JOBS
WHERE AND HOW DOES YOUR ORGANIZATION SOURCE AND RECRUIT ITS STAFF
INTERNET & SOCIAL MEDIA SOURCING…
ON CAMPUS SOURCING….
INTERNSHIP…
HOW DO YOUR INTERNAL RECRUITMENT STACK UP
YOUR ATS… YOUR ORGANIZATION’S WEBSITE… YOUR INTERVIEW METHODS… YOUR EMPLOYEE REFERRAL PROGRAM… YOUR HR TECHNOLOGY… YOUR TALENT PIPELINE/COMMUNITY… VIDEO RECRUITING…
WHAT IS YOUR SOUCE OF HIRE
??
?
THE FIRST 90 DAYS IS CRUCIAL FOR MAKING OR
BREAKING A NEW-MEMBER RELATIONSHIP.
MAKE SURE TO GET THIS RIGHT.
ORIENTATION PROVIDES BASIC INFORMATION ABOUT THE DUTIES,
BENEFITS, WORK ENVIRONMENT AND ORGANIZATION POLICIES ETC.
…PLEASE DO NOT CONFUSE ONBOARDING AND EMPLOYEES ORIENTATION
IS YOUR ORGANIZATION
LEADING THE MARKET OR INDUSTRY?
IS YOUR ORGANIZATION MATCHING OR LAGGING THE MARKET OR INDUSTRY
HOW DOES YOUR ORGANIZATION’S COMPENSATION & BENEFIT STACK UP ?
?
HOW DOES YOUR TRAINIG & DEVELOPMENT STACK UP
ARE YOUR EMPLOOYEES UP TO SPEED?
ARE THEY USING THE BEST TOOLS
FOR THE JOB?
ARE YOUR EMPLOYEES
SKILLS UP TO THE MINUTE?
?
HOW IS THE EMPLOYEE ENGAGEMENT LEVEL AT YOUR ORGANIZATION
WHAT IS THE AVERAGE
EXPERIENCE OF YOUR EMPLOYEES?
WILL THEY RECOMMEND YOUR
ORGANIZATION AS A BEST PLACE TO
WORK?
?
WHAT IS YOUR ORGANIZATION POLICIES FOR:
ON-SITE CHILD CARE SERVICES?PAID LEAVES OF ABSENCE?
COMPRESSED WORK WEEKS?
WHAT IS YOUR ORGANIZATION POLICIES FOR:
FLEXTIME SCHEDULE?FLEXPLACE (TELECOMMUTING
OPTION?)OFF-SITE CHILD-CARE?
DID YOU CONSIDER THE SAVINGS THROUGH INCREASE IN RETENTION
BY USING WORK/LIFE BALANCE?
WHAT ABOUT FITNESS PROGRAMS?WHAT ABOUT WELLNESS
PROGRAM?
DO YOU HAVE A WORK/LIFE BALANCE PROGRAM AT YOU ORGANIZATION ?
1 2 ?
HOW DOES YOUR EMPLOYMENT BRANDING STACK UP
BRAND AMBASSADOR
WHAT MAKES YOUR
ORGANIZATION AN EMPLOYER OF
CHOICE
?
WHAT MAKES YOUR
ORGANIZATION UNIQUE TO
ATTRACT THE RIGHT TALENTS
?
WHO ARE YOUR BRAND
AMBASSADORS
?
?
1 2 3
HOW DOES YOUR ORGANIZATION MANAGE DIVERSITY & INCLUSION PRACTICES ?
HOW DO YOUR COMPARATIVEMETRICS STACK UP IN YOUR INDUSTRY?YOUR PROMOTION RATE?
HOW EFFECTIVE IS YOUR CROSS-CULTURAL COMMUNICATION?DO YOU HAVE ANY EVALUATION PROCESS?
HAS YOUR DIVERSITY REACHED THE CRITICAL MASS?(20-25%)DO YOU HAVE SHARED ACCOUNTABILITY & RESPONSIBILITYSYSTEMS?
USE THE RELEVANT ANALYTICS TO GAUGE
THE HEALTH
OF YOUR SYSTEM
BY NOW, YOU GOT THE WEAK LINKS IN YOURS THAT ARE NOT PROPERLY ALIGNED TO YOUR STRATEGY
USE THE MOST APPROPRIATE TOOLS IN YOUR ARSENAL TO INFLUENCE AND REINFORCE YOUR INTERNAL PROCESS AND CUSTOMERS OBJECTIVES TO DIRECTLY ALIGN THEM TO YOUR FINANCIAL OBJECTIVES
START ALWAYS WITH THEOUTCOME/GOALS IN MIND. MAKE SURE TO GRASP YOUR
ORGANIZATION’S STRATEGY
GRASP THE NECESSARY CONDITION TO GET
THAT DSIRED RESULTS
ASCERTAIN THE CONDITION THAT MUST BE MET
TO GET THAT SECOND DEGREE OUTCOMES.
THEN CONTINUE THIS PROCESS
GOING BACKWARD TO THE THIRD DEGREE CAUSAL CHAIN
NEXT
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3 KEY TAKEAWAYS1
2
3
LINKKEDIN/cissokomamadyhumanresourceshrTWITTER FOLLOW @ciskomamadyFACEBOOK/Cissoko.mamadyGOOGLE+SLIDESHARE
CONTACT CISSOKO MAMADY
CONGRATULATIONS!NOW YOU CAN LEAD
YOUR ORGANIZATION LIKE
STEVE JOBS
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THANK YOU VERY MUCH FOR YOUR TIME!
I HOPE YOU ENJOYED IT.
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