HR Analytics, Insights and Visualization · PDF fileAon Service Corporation | People Analytics Proprietary & Confidential Risk. Reinsurance. Human Resources. 0 May 2016 HR Analytics,

Aon Service Corporation | People Analytics

Proprietary & Confidential 0Risk. Reinsurance. Human Resources.

May 2016

HR Analytics, Insights and Visualization

1Aon Service Corporation | People Analytics

Proprietary & Confidential

Our purpose and passion



Global advantage within reach



Source: CEB analysis

c 2014 CEB. All rights reserved. CLC8630314SYN

No shortage of data


Proprietary & Confidential 4

People Analytics strategy

Deliver business value with people analytics and a world class service model which aligns to

and supports Aon’s go-to-market strategy

Phase I: Data validation, activity metrics, operational reporting, reactionary

Phase II: High value analytics—dynamic, interactive visualizations that tell talent

stories; integrated metrics based on correlation and predictive analytics to answer

key business questions



Prioritize Model success Evaluate impact Plan to scale

Activation across People Analytics workstreams

People Analytics

network

1

Cultural readiness

2

Infrastructure

3

Mobilize

HR United

project

4

HR United

project

6

HR United

project

5

HR United

project

7

More focused and optimized

impact by HR in driving

business strategies: Targeted

project-based analytics work

across BUs

Apply and

deliver

Deliberate organization and investment in technology and resources

Formalize connection points, collaboration, and knowledge sharing

across reporting, business intelligence, and analytics centers of

expertise across Aon to optimize efficiency, capability and insight

around people

People Analytics capabilities:

• Data definitions and data models

• Technology expertise in analytics

• Analysis of use cases and interpretation

• Storytelling and influencing decision making

Putting strategy into action



Data governance

Global, enterprise standardization

Build HR data maturity and credibility

Data integration across HR and enterprise systems

Reporting

Operational reporting out of source systems

Process-based andActivity metrics

Integrated and linked data sets and views

Businessintelligence

Real-time andTrending data sets

Impactful visualization

Data exploration capabilities

Benchmarking

Analytics

Decision basedPredictive models

Relationships between talent investments and

business outcomes

Causal relationships identified and used to drive future decisions

Deliverables

Integration of finance and

HR systems and structures

Consistent structures

implemented across HR

systems

Support defensive queries

to drive data quality across

HR systems

Defined data security

framework for use across

HR systems

Deliverables

Consistent reporting out of HRMS and other HR

systems of record

Turnover Reporting Over Time

Metrics that don’t exist within systems of record:

Promotion of Top Talent

Span of Control

Movement of High/Low Performers

Retention Analysis Over Time

Diversity Metrics Over Time

Deliverables

Deeper engagement with

business unit teams on

defined project work

Engagement analytics

Collaboration patterns

Organization of work and deliverables



Data governance – maturity and credibility of HR data

Portal

Aon Avenue

Directory

PeopleFinder

Core HR data/HRMSHR portal

Identity management

Case management

Colleague communications

(e.g. engagement survey)

Connectivity / master data

management—Single global HR

system of record to feed all

downstream systems

Data stewardship—Data owners

defined for all HR data elements

and held accountable for data

quality

Security—Operationalize HR

data security framework across

HR and downstream systems

Self-service—Support self-

service vs. push approach to data

and insights



Reporting Analytics

Static scorecards

Excel®-based tools

Dynamic interactive

dashboards and talent stories

Activity metrics and

operational reporting

Reactionary, passive, and

transactional

Integrated outcome metrics and

key business questions

Optimizing data visualization to

tell a story

Pushing the value chain to

correlation and predictive

analytics

Changing the engagement of

HRBPS with the business

based on data

Evolution of the analytics function



Reporting as a foundation

Self-service:

• Standardize data/reports for

business users

Metrics:

• Report on calculated metrics

that don’t exist within

systems of record

Report requests:

• Manage queue of over 200

requests per month for

data/reports

Delivered reports:

• Maintain schedule of over

1,000 reports delivered

within Workday



Automation:

• Building automation into report

production/processing

Consistency of data:

• Common approach to data

aggregation and mapping of

structures

Data to insights:

• Layering insights on top of

existing reports

New metrics:

• Exploring new metrics using

newly joined data sets

Not representative of actual data… for illustrative purposes only

Reporting to answer more targeted business questions



Business intelligence—Business Unit Dashboard concept

Talent priorities were aligned with

business priorities during metrics

identification so dashboard insights are

meaningful to the business.

Visualizations were designed to be

integrated and actionable on a month-

to-month basis

The challenge: Line HR and business leaders had limited and scattered view of

human capital analytics and insights.

The solution: Introduction of the Business Unit Dashboard to provide integrated

human capital and organizational insights to HR and business

leaders. It provides a structured framework for monitoring and driving

improved talent outcomes across the business on a regular basis.



Business Unit Dashboard—Operational




Business Unit Dashboard—Talent




Business Unit Dashboard—Staffing




Business Unit Dashboard—Collaboration




Business Unit Dashboard—Colleague relations




Business Intelligence—Deeper operational dashboards




Analytics—Deep project-based scope of work

The challenge: Identify specific business unit challenges that can benefit from people

analytics; do a deeper dive into engagement analytics and

collaboration patterns (Aon United)

The solution: Functional experts, consultants, and data scientists across HR and

business teams partner and leverage a structured framework /

template to deliver across defined analytics projects / initiatives



Analytics—Visualizations to tell a story and drive action




Focusing on fact-based talent decision/investments

Quantifying business impacts

Preparing for the next evolution of HR transformation

Expanding technology choices

Critical trends & considerations



Please contact me with questions

Brian Wiemhoff

Global Talent Analytics & Insights

[email protected]

Thank you!

Documents

HR Analytics, Insights and Visualization · PDF fileAon Service Corporation | People Analytics Proprietary & Confidential Risk. Reinsurance. Human Resources. 0 May 2016 HR Analytics,