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Performance Management Framework: Supporting HR decision making through BI
THINK.CHANGE.DO
M ti H l Di t Pl i d Q lit
Supporting HR decision making through BI
Martin Hanlon, Director Planning and Quality
Beverley Bosman, Deputy Director Human Resources
11
Outline
1 Challenges and context1. Challenges and context
2 UTS approach to strengthening BI capability2. UTS approach to strengthening BI capability
3 A li ti t HR ti3. Applications to HR practice
Role of “institutional researchers”
To provide objective systematic and thorough researchTo provide objective, systematic and thorough research that supports the institution’s enrolment goals, planning, policy formulation and decision-makingplanning, policy formulation and decision making
(Australasian Association of Institutional Researchers)(Australasian Association of Institutional Researchers)
What decisions are we seeking to support?
> In general (Matulick 2007):> In general (Matulick, 2007):– Maximising institutional performance– Maximising fundingMaximising funding
> In HR practice:In HR practice:– Identification of gaps between organisational
objectives and workforce capacity/capability – Interventions focused on teams demonstrating high
and low performance– Identification of target staff groups for recruitment andIdentification of target staff groups for recruitment and
retention 4
A growing institutional research/BI agenda
1990 Early 2000s Late 2000s1990s
• Student life cycle (enrolment
Early 2000s
• Research performanceS d i
Late 2000s
• Rankings and ratingsT&L d(enrolment,
retention, satisfaction)
• Student equity• Community and
industry engagement
• T&L and research performance indexes Operational• Operational performance (effectiveness, efficiency)
• Workforce• Workforce planning
5
Strategic approach
Performance Domains
UTS
BI
Strategic UTS Strategic Objectives KPIs Metrics
Performance Domains
Tactical
Strategic Plan
Objectives KPIs Metrics
Tactical
Operational
2. Learning & Teaching
* Internationalisation of student experiences
3. Research Performance & Standing
* Research outcomes – HDR completions
* Teaching quality * Research outcomes – Publications
* Students undertaking
i
gfurther study (under dev)
* Domestic market share * Graduate workplace success
* Research leadership & recognition
1. Reputation
* Reputation with industry, government & professions
* Reputation for being excellent to do business with
* Reputation for being a premier source for commentary on* Student equity
•Research sustainability – external grant income
* Reputation for being a premier source for commentary on public issues (under dev)
* Staff equity
•Alumni engagement & Total giving
* Staff equity * Staff engagement
4. University Environment & Engagement* Student satisfaction with facilities & services * Indigenous student & staff participation* Student & staff commitment to diversity
5. Organisational Sustainability & Capability
* Operating surplus
* Workforce cost sustainability y* Greenhouse gas reductions
Current maturity: system scope
Cognos
Data WarehouseSource Systems Business IntelligenceETL Process Users
Internal: CognosDimensional Data Model
Internal:NEO HR
NEO FinanceResearch Master
CASS SurveysTargets K
PIs
AccessCubes
AccessUsers
TransformationTargets
External:DEEWR U
TS K
Reports• Scorecards• Dashboards• Reports
DEEWRRepTrak
Macquarie VoiceUACGCA
All
Reports
Current maturity: functionality
9
Current maturity: functionality (2)
Current maturity: functionality (3)
Evolving maturity: virtual BI team
BICC:HRUHRU
FSUFSU RIORIOHRU
FSU RIO
BICC:> Cross functional team> Champion BI technologies> Define BI standards
UTS:BIUTS:BIUTS:CIUTS:CI UTS:BIUTS:CI
> Define BI standards> Manage BI projects> Provide training and support>i t l
BICC(PQU)BICC(PQU)Virtual
BICCVirtual BICC IT SkillsIT Skills
BICC(PQU)Virtual
BICC IT Skills
>i.e. an empowerment role
> Shared protocols for changing data, etc.
> Cooperative arrangements
ITDITDITD
Evolving maturity: self-service mgt info
> If BI staff initiate all information collection, analysis, dissemination, tool development: risk of BI team becoming a bottleneck> Sustainable BI function needs to provide> Sustainable BI function needs to provide decision makers with some self-service access to answer day to day decisionsanswer day to day decisions> Pre-requisites for successful deployment:
– web based– easy to use and intuitive– data up to date
data at useful level of granularity– data at useful level of granularity– trust of data
Evolving maturity: business analytics
Optimization What’s the best that can happen?
Tools Questions
Predictive modellingWhat will happen next?
What if these trends continue?
Analytics
e ad
vantage
Forecasting/extrapolation
What if these trends continue?
Statistical analysis Why is this happening?
Compe
titive
Alerts What actions are needed?
Query/drill downWhere exactly is the problem? Access and
ReportingAd hoc reports How many, how often, where?
Standard reports What happened?
Reporting
p pp
Degree of intelligence
Source: Davenport & Harris, 2007, adapted from SAS
Evolving maturity: strategic conversations
>Tools not just about upskilling BI staff: leaders have role too!Tools not just about upskilling BI staff: leaders have role too!>Decision making processes transparent, accessible and, ideally, stable
Evolving maturity: HR mgt info framework
> Aligning information delivery with management’s> Aligning information delivery with management s annual decision cycle
> Customised to different audiences:> Customised to different audiences:– Senior Executive (eg. retention & reward patterns)
Deans/Directors (eg internal vs external– Deans/Directors (eg. internal vs. external recruitment patterns, turnover)
– Line managers/supervisors (eg absenteeism ageLine managers/supervisors (eg. absenteeism, age profile)
HR management information framework
Workforce capability> Performance Career path ratio
> Development Int/ext recruitment rate
> Promotion Performance ratings
> Qualifications Productivity – research & revenue per FTE
Engagement/retention> Employee engagement index 213 metrics> Employee satisfaction with leadership> Retention by performance> Retention by performance> Staff movements
Application to HR practice: benefits now
> Greater manager awareness/visibility of performance> Greater manager awareness/visibility of performance metrics (and actual performance) at the University and Faculty levelFaculty level
> more direct line of sight for staff on the impact of strategies / initiatives and core activities that they are g yinvolved in (based on discussions around printed reports)
Application to HR practice: potential benefits
> Generating higher staff engagement (as research shows a high correlation between organisation performance and staffcorrelation between organisation performance and staff engagement levels)
> Reinforcing a performance culture (by enabling regular and transparent feedback on outcomes)
> Supporting more informed prioritisation of actions (based on current performance levels / outcomes in key areas)current performance levels / outcomes in key areas)
> Basis for cascading performance scorecards down to Schools / Units and, potentially, workgroups and individuals
> Opportunity to correlate HR datasets with other datasets (eg. student satisfaction, research performance, personal performance rating)p g)