HR Analytics€¦ · Metrics Transfer data into clear and powerful graphs and figures Analytics Analyze graphs and figures to conclusions Insight Translate the conclusions (insights)

Aruba, October 2015

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HR Analytics

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© Dageraad Advies, Studio Advisory, 2015

Member of The Advisory Group

2Introduction

Hype or must..?

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1. Introduction

2. Context: HRM as a Business Partner

3. Introduction HR Analytics

4. Putting HR Analytics into practice

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Agenda

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Introduction4

Pamela Sweet Erwin Flim

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5

Agenda

Context: HRM as a Business Partner

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H u m a n A b i l i t i e s &

O r g a n i z a t i o n a l C a p a b i l i t i e s

C o m p a n y Va l u e P r o p o s i t i o n &

C o r p o r a t e S t r a t e g i e s

H R P r a c t i c e s



HR

Me

tric

s &

An

aly

tics


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HR RELATED OUTCOMES

ORGANIZATION RELATED OUTCOMES

BUSINESS OUTCOME(FINANCIAL & NON-FINANCIAL)

• Staff turnover• Absenteeism• Employee Satisfaction• HR Customer Satisfaction

• Strategic Competencies• Retention Of Key Personnel• Multiskilling – Internal

Flexibility• Succession Bench Depth

• Customer Satisfaction• Preferred Employer• Productivity• Profitability Increase• Cost Optimization


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To t r u l y i m p a c t b u s i n e s s p e r f o r m a n c e , H R m u s t f o c u s o n t r a n s f o r m a t i o n a l H R p r a c t i c e s

Welfare/

Employee

care

Safety &

Workers

Compensation

Labor/Union

Relations

Benefits

Compliance

Compensation

Training &

Development

Staffing

Survey Action

Planning

Employee

Relations

Performance

Management

HR Analytics

Culture

Management

Career &

Succession

Planning

Strategic Workforce

Planning

Organizational

Design

Transactional

Transformational

Employee Welfare Labor Relations Employee RelationsPersonnel

Administration

Human Resource

Development

Organizational

Effectiveness

Valu

e –

impact contr

ibution to the b

usin

ess

High

Administrative/Support position:Day-to-day HR tasks

as efficient as possible

Business Partner position:Maximize value of HR

to organizational goals

Caretaker position:Focus on wellbeing of

employee


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9

Agenda

Introduction HR Analytics

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10

Analytics is not a HR process but a way of working:

Strategic Workforce Planning

Talent Management

Career management

Appraisal

Rewarding

Recruitment

Exit

HR Analytics


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11

Why would we measure?


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12Introduction HR Analytics

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13Introduction HR Analytics

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Measure and manage

Performance improvement

Contribution of HR to business

goals

Return on investment

(ROI)

HR Metrics - dashboard• Critical HR indicators • Determine targets • Develop an HR dashboard• Monitoring en manage

HR Analytics• Issue driven HR analytics• Identify proactive and reactive fact

based performance improvement• Monitor the effect of HR

investments and actions


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15

HHSK

Source: John Boudreau en Peter Ramstad, Beyond HR: the new science of Human Capital, Harvard Business Press (2007), p. 189.

Predicting

Cautions

Relations

Metrics

Ad

de

d V

alu

e

Metrics

Connection Business dataSo What?

Why?Business Impact?What if? – NowWhat?


HR is ‘hitting the wall’….

Degree of HR analytics

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HHSK

Strategic Workforce Management

Business Impact

Customer Satisfaction

Financial Budgets

Productivity

Performance

Career

Salary

Education

Age

Department

Joblevel

HR Analytics

Business dataHR Data


Revenue

ProfitAbsence

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Inhoud

Putting HR Analytics into practice

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HHSK

Phase Definition

Opinion Which question or issue do you want to answer, which hypothesis do you want to check?

Data Identifying and gathering the relevant HR / business data

Metrics Transfer data into clear and powerful graphs and figures

Analytics Analyze graphs and figures to conclusions

Insight Translate the conclusions (insights) to a business related story

Action Take action to solve the problems or improve business performance

Putting HR Analytics into practiceKey steps..

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HHSK

Putting HR Analytics into practiceWhat draws your attention?

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20Putting HR Analytics into practiceStrategic Workforce Planning

Fact: What do you see and what draws your attention?Question: Which questions pop up?Action: What are possible solutions/actions?

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F: Significant outflow in coming yearsQ: Which jobs? Key Positions?Q: Is this outflow a problem or not?A: Workforce analysis / Succession planning

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F: Limited mobilityQ: Lack of Capabilities?Q: Unknown talents?A: Talent Review

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F: Workforce shortages?Q:Which jobs? Key Positions?Q: Time and difficulty to replace?A: Staffing strategy & Labor Market Survey

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26

HHSK

Putting HR Analytics into practiceRewarding


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HHSK


F: 67% of workforce above salary scalesF: Labor costs substantially higher than policyQ: Are the salary scales under market level?Q: Are the employees overpaid?A: Benchmarking, new salary system, remuneration policy

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HHSK


RSP t.o.v. age


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HHSK


RSP t.o.v. age

F: Difference in RSP for similar age categoryQ: Is the performance equal to RSP?A: Workforce performance review, performance management

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HHSK

Putting HR Analytics into practiceTalent Management


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HHSK


F: Shortage in competenciesQ: Which employees need to develop? Key Positions?Q: Do employees in key positions (who need to develop) have the potential to developA: Performance-potential review (HR3P), Development, Mobility

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HHSK



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HHSK


F: Outflow of new hires is higherQ: Do we recruit the right people?Q: What is the reason of this outflow?A: Recruitment evaluation, Career and succession planning

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HHSK

Contactgegevens

Erwin [email protected]+31 6 12 43 95 09

Dageraad Advies B.V.De Netelhorst 178051 KE HattemThe Netherlandswww.dageraadadvies.nl

Pamela van der [email protected]+297 7362000

Studio AdvisoryBeatrixstraat 46OranjestadAruba

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People Strategy Organization

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We Make the Strategies Work!

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Documents

HR Analytics€¦ · Metrics Transfer data into clear and powerful graphs and figures Analytics Analyze graphs and figures to conclusions Insight Translate the conclusions (insights)