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Bright & Company l iNostix HR Analytics: de toekomst van HR!

HR Analytics: de toekomst van HR!

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Bright & Company l iNostix

HR Analytics: de toekomst van HR!

Bright & Company l iNostix

Wat zie je hier?

Bright & Company l iNostix

Workforce analytics definition

• a methodology for creating insights from data

• by merging data sources from HRIS and talent management sources, with financial and customer data and

• applying straightforward statistical tools (such as correlations, regressions, structural equation modeling)

• to identify how drivers of “intermediate” (things like turnover or employee engagement) impact business outcomes (such as customer satisfaction, sales or profit).

Bright & Company l iNostix

Moneyball in de bioscoop! (17 november 2011)

Sabermetrics:

“Wetenschappelijk onderbouwde analyses en research van de performantie

van de baseball-spelers en –teams”.

SABR (Society for American Baseball Research)

Bright & Company l iNostix

Bright & Company l iNostix

Waarom kan dit niet in HR?

Bright & Company l iNostix

“De grootste hinderpaal voor HR

om waarde toe te voegen,

is het onvermogen

om de impact

van investeringen in het menselijk kapitaal

in kaart te brengen.”

Bright & Company l iNostix

Waarom kan dit niet in HR?

• Niet geleerd om te interpreteren?

• Afkeer van angelsaksisch denken?

• Fairness? Ethiek?

• Expertise-GAP?

• Silo HR: Procedures en richtlijnen?

Bright & Company l iNostix

Vereenvoudigde definitie

“Het kwantificeren van de

impact

van human capital investeringen/processen”.

Bright & Company l iNostix

Another true story…

• HRD: (trots) Doelstelling bereikt: alle

medewerkers hebben het afgelopen jaar gemiddeld 4 uur training gekregen.

• CEO: (een Amerikaan en grote fan van HR)

I don’t f**king care about those 4 hours!

• HRD: (geschokt) Wat bedoel je?

• CEO: I don’t want to know about ‘hours

trained’ but about ‘performance improvements’.

Bright & Company l iNostix

‘Hitting the wall’*

Toe

gevo

egd

e W

aard

e

Graad van ‘HR Intelligence’

Benchmarks Ken- en

stuurgetallen

Scorecards

Organisatieverbetering

(*) Investing in People: Financial Impact of Human Resource Initiatives, by Wayne Cascio & John Boudreau, Dec 8, 2010, FT Press.

Surveys

20 jaar achterstand…

Bright & Company l iNostix

De grootste valkuil

Wat kunnen we hier allemaal

‘uithalen’? 2. HR

Software

1. HR Metrics

Bright & Company l iNostix

Start met vragen, niet met data!

Organisatie-verbetering: wat willen we weten ?

• Hoe kunnen we talent management optimaliseren?

• Hoe verbeteren we de leiderschapskwaliteit ?

• Hoe verbeteren we de prestaties van het sales team?

• Hoe optimaliseren we de innovatie-capaciteit?

• Hoe verhogen we de klanttevredenheid?

• Hoe verlagen het ongevallen-risico? 3.

HR Metrics & Software

2. HR

Research Data

1. Business

Data

Bright & Company l iNostix

People Analytics bij Google

Lazlo Bock Chief HR at Google “.

“1/3 of the HR staff globally is hired specifically for

their analytical skills. They may have a Ph.D. in

statistics or organizational psychology or a master’s

in chemistry or physics. They build an underlying

quality into what we are doing by constantly testing

our ideas and practices. Analytics measure the

impact for everything we do.”

Bright & Company l iNostix

Bright & Company l iNostix

Tom Davenport ‘Competing on Analytics’: top 10 HBR-boek in USA (2009)

Harvard Business Review (okt. 2010) voor het eerst over ‘Talent Analytics’!

Bright & Company l iNostix

Bright & Company l iNostix

Business Solution

HR Analytics moeten een

‘business solution’ zijn en geen ‘HR solution’.

Zoniet: zero value!

Bright & Company l iNostix

Dave Ulrich (2010)

1. From descriptive metrics to predictive analytics

2. From measuring activities to outcomes

3. From gathering data to support decision making

4. From silo ownership to line manager co-ownership

4 critical changes HR need to make:

Bright & Company l iNostix

Case Study

Bright & Company l iNostix

After reading the book “Moneyball” (2003),

senior leaders challenged HR Insights team

with identifying Starbucks

equivalent of “on-base percentage”.

How we translated the “Moneyball” approach:

• turning data into intelligence

• by developing models

• to explain relationships among key metrics

• in order to drive future decision-making

Our Analytics Journey: How It Began… “Moneyball, the art of winning an unfair game”

Bright & Company l iNostix

Our Analytics Journey: How It Began

Leveraging predictive analytics that tell us where we need to go

Relying solely on dashboards that tell us where we have been

TO:

What data is provided

Leap of faith

What is needed to decide & act

What is needed to decide & act

Predictive Analytics

Scientific Insights

Business judgment

Leap of faith

FROM:

What data is provided

Bright & Company l iNostix

Research & Analytics Model: Data into Intelligence

Identify

key

business

questions

Extract and

integrate data

Identify

hypotheses and

data inputs

Conduct

analyses

Decision

support

Share

results

with

leaders

Engagement

Survey Data

Partner Analytics

Database

Traditional HR Data

Financial and

Store Data

Succession

Planning Data

Performance

Management Data

Exit Survey Data

Pull insights and

recommendations

Customer

Data

Bright & Company l iNostix

Employee Engagement matters!

Impact on Partner and Business Results:

Store Ranking by

Partner Engagement:

Voluntary

Turnover

Highly Satisfied

Customers

Average

Transaction

Top-Scoring Stores 54% 72% $4.63

Bottom-Scoring Stores 65% 66% $4.49

Difference -11% +6% +$.14

Top-scoring stores on engagement consistently outperform

bottom-scoring stores on key employee and business results

If all North America stores scored at the level of top stores, we could realize a:

6-point reduction in Voluntary Turnover = $13MM savings/year

3-point increase in Customer Scores = 1.5MM more highly satisfied customers

6-cent increase in Average Transactions = $95MM sales/year

Bright & Company l iNostix

De wetenschappers…

…doen al jarenlang onderzoek

naar het verband tussen HR praktijken

en de prestaties van bedrijven/organisaties!

Tijd voor een gesprek…

Bright & Company l iNostix

Interview met Prof. Dr. Luc Sels, KUL

Bright & Company l iNostix

5 conclusies uit het interview

• HR Analytics: het is geen hype

• HR Analytics: ze zijn geen bedreiging voor HR

• HR Analytics: ze worden gemakkelijker

• HR Analytics: vragen nieuwe HR competenties

• HR Analytics: het is een attitude

Bright & Company l iNostix

De grote uitdaging: de ‘mindset’

John Boudreau: University of Southern California

“The future of HR analytics

lies more in the MINDS

of the HR leaders than in

human capital analysis systems.”

Bright & Company l iNostix

Contact:

[email protected] [email protected]

www.inostix.com

LinkedIn with us: www.linkedin.com/in/luksmeyers

www.linkedin.com/in/jeroendelmotte

Bedankt!

Bright & Company l iNostix

Bijlagen

Bright & Company l iNostix

Six things your company has in common with Moneyball

1. Analytics provide you with a competitive edge

2. Analytics can help you recruit the best team

3. Implementing analytics will require strong leadership

4. Analytics will require special skills & attention

5. You can count on opposition

6. Analytics alone can’t carry the day

(Tom Davenport, HBR blog, 26 september 2011)

Bright & Company l iNostix

De evidence based HR professional…

• Gebruikt beslissingstools om zo meer kwalitatieve beslissingen te nemen en reflecteert kritisch over zijn eigen ervaring en expertise

• Maakt gebruik van de beste beschikbare wetenschappelijke bevindingen rond een probleem of oplossing

• Verzamelt informatie en cijfers in de eigen organisatie en bij collega’s op een systematische manier om zo de bruikbaarheid en betrouwbaarheid ervan te verhogen

• Onderzoekt de potentiële impact zowel op korte als lange termijn van beslissingen op de verschillende stakeholders

Bright & Company l iNostix

Bright & Company l iNostix

Bright & Company l iNostix

2 manieren om naar HR Analytics te kijken

Efficiëntie

Effectiviteit

Impact

Administratieve Reporting

Management Reporting

Strategische intelligence

1. 2.

Ken- en Stuurgetallen

Bright & Company l iNostix

14 verschillen…

Metrics Analytics

Tangible Intangible

Accounting Finance

Verleden Toekomst

Data Inzichten

Omvangrijk Selectief

Transactioneel Strategisch

Informatie Transformatie

Lage waardetoevoeging Differentiator

Verzamelen Vragen stellen

Rapporteren Analyseren

HR Scorecard Business Scorecard

HR ‘ownership’ Management ‘ownership’

Controlling Optimalisatie

Inside-in perspectief Outside-in perspectief

Bright & Company l iNostix

Contact:

[email protected] [email protected]

www.inostix.com

LinkedIn with us: www.linkedin.com/in/luksmeyers

www.linkedin.com/in/jeroendelmotte

Bedankt!