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Human Resource, Analytics
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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
“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
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
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
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
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
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
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!