Workforce Analytics Center of Excellence Consultant Name Position Title Date

<Customer> Workforce AnalyticsCenter of Excellence

Consultant NamePosition TitleDate

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Agenda

Session 1

Introductions, Agenda, Goals (30)

Pre-Design

Section 1: Foundational Input (45)

Section 2: Voice of the Customer (90)

Lunch (45)

Section 3: Current Resourcing (45)

Design

Section 4: Charter Development (120)

Section 5: CoE Model Construction (45)

Session 2

Recap of Day 1 (15)

Design Cont.

Section 6: Technical Framework (45)

Launch/Year 1

Section 7: Priorities (90)

Section 8: Stakeholder Needs Assessment (60)

Lunch (60)

Section 9: Communication & Branding (60)

Section 10: Training (60)


Agenda

Introduction, Agenda, Goals

Pre-Design: Identify relevant input for the Design process

Section 1: CoE Foundations – Best practice input to align to a common foundation

Section 2: Voice of the Customer – Identify/clarify key customers and their business needs/drivers

Section 3: Current Resourcing – Identify/clarify current resources (people, technology) engaged in Workforce Analytics or Workforce Reporting

Design: Determine the overall charter and structure of the CoE

Section 4: Charter Development – Develop a clear statement of the CoE’s purpose/mission, vision, and key objectives

Section 5: CoE Model Construction – Select a structural model (Centralized, Decentralized, Hybrid) and initial set of roles & responsibilities

Note: Will alter the agenda if key Sponsors/Leaders are available to address the group


Agenda

Recap of Day 1

Design Cont.

Section 6: Technical Framework – Define the primary data scope and systems/ applications.

Launch/Year 1: Determine the Year 1 key priorities and change management activities

Section 7: Priorities – Identify the Year 1 priorities and associated tactics

Section 8: Stakeholder Needs Assessment – Identify the needs of the key stakeholders based on the Year 1 priorities

Section 9: Communication & Branding – Develop a key stakeholder communication plan

Section 10: Training – Develop a key stakeholder and team member training plan


Objectives

Develop a clear Charter for the CoE

Identify the Operating Model for the CoE

Identify the Technical Framework for the CoE

Determine the Launch/Year 1 Priorities

Develop a Launch/Year 1 Communication and Training Plan


Everyone’s Excited About Actionable Analytics!

Source: www.dilbert.com, January 9, 2013

Pre-Design Discussion


Section 1: CoE Foundations

"Simply stated, the best way for organizations to gain a competitive advantage and to sustain it in today's business environment is to perform so well and change so fast that they string together a series of temporary competitive advantages."

Lawler, Talent: Making People Your Competitive Advantage (2008)

“Capital markets change far more rapidly than do corporations, are based on an assumption of discontinuity, not continuity, weed out poor performers, reward creativity and innovation, and encourage new business entries into the marketplace.”

Burke, referencing Foster & Kaplan’s Creative Destruction (2001)



“The construction market is making progress toward recovery. However, many large contractors remain uncertain as to where the market is going. They see persistent softness in the U.S. market, and those working in the public sector are finding that funding shortfalls among clients are an obstacle to growth.”

Engineering News Record, Top 400 Report, May 20, 2013

“Do you make decisions about your people with the same rigor, logic and confidence as your decisions about money, clients, program policy and technology?”

Dr. John BoudreauUSC Center for Effective Organizations



Time / Sophistication

Bu

sin

ess

Imp

act

Service Provider

Business Enabler

Business Partner

Business DriverTransform HR from “Service Provider” to “Business Driver”

High

Hig

h

• Responds to ad-hoc requests

• Minimal headcount reporting

• Maintain HR databases• Lack standard measure

definitions within HR• HR data user groups are

not understood• No dedicated analytics

and reporting function• Data is HR-focused

• Support data self-service• Ensure data consistency• Provide automated reports• Standard measure

definitions within HR, but don’t match finance

• User groups identified• Reporting and analytics

responsibilities exist but are fragmented

• Data still HR-Focused

• Integrate workforce data into planning processes

• Identify problematic HR trends

• Clear definitions across the business, but not always consistently applied

• Data customized to user groups

• Developing Business-orientation

• Build data driven HR function; data is business-focused

• Manage core HR processes with data

• Quantify impact of HR interventions

• Analytically determine drivers of business success

• Focus organization on right HR measures

• Build data-driven business case for HR interventions

• Consistent, clear definitions and standards for workforce data

• Data customized to user groups with regular feedback loops

• Dedicated COE

Consistent Workforce reporting

BusinessInsight

Business Impact



Time / Resources

Bu

sin

ess

Imp

act

High

Hig

h

Workforce Planning

• Forecasting the workforce you will need to deliver your business in the future

• Techniques used: scenario planning, regression analysis, structural equation modeling, Markov analysis, etc.

• Deliverable: Impact – knowledge and proactive strategy implementation

• “We are on the front foot and have strategies in place to ensure we have the workforce we will require into the future”

Workforce Reporting

• Integrated Data Platform

• Providing measures, metrics and data to end users

• Deliverable: Information – reports, dashboards, performance monitoring

• “I have the information I need at my fingertips to be able to make informed business decisions with confidence”

Workforce Analytics

• Root cause analysis

• Techniques used: cross-tabs, cluster analysis, bi-variate correlations, etc

• Deliverable: Insight

• “We understand the key issues driving our business performance and the relationship between people and business performance”

Multiple Aspects to Adding Value



What is a Center of Excellence?

What are other, non-CoE models/approaches to WFA?



Pros Efficiency Faster to Implement Straightforward accountability Drive standards Central Control

Cons Business unit resistance Risk of bureaucracy (too much

form & process) Tendency toward inflexibility

Centralized De-centralized

Pros Flexibility Acceptance by Line Mgmt Technology can drive standards Opportunity to cross BU silos

Cons Governance / consistency

challenges Have’s and Have Not’s Prioritization challenges Education/Technology acceptance



Pros Flexibility Business Unit acceptance Drive standards Strong central/corporate support

Cons Complexity: relationships, governance,

resourcing Business Unit Have’s and Have Not’s Inefficiency Education/Technology acceptance

Hybrid



Line-Led Data Analysis

Business Partner

Business Partner

Business Partner

Advantages: Direct analytic support to the business

Analytics performed by those closest to the business needs/issues

Concerns: Many HR BP’s lack the skills and

bandwidth to succeed

Lack of organization-wide analytic perspective

Relies on strong HR-Line relationship

Requires distributed training investment

HR Leadership

Data Analyst-Led Analysis

HRIS Analyst

HRIS Analyst

HRIS Analyst

Advantages: Leveraging existing knowledge of HR

data

Encourages improved data processes & control

Concerns: Greatest distance from the “front

lines” of business issues

Many HRIS Analysts lack the skills to succeed

Requires distributed training investment

HRIS Leadership

Analytic Center of Excellence

Human Capital Analyst

Human Capital Analyst

Advantages: Clear accountability for HR analytic

activity

Dedicated resources devoted to HC analysis

Greatest level of analytic expertise

Concerns: May require HR restructuring

Resource limitations

Workforce Analytics Leadership



Characteristics of Successful CoE’s

- Adequate Resourcing

- Talent: Assign the responsibility to those with the appropriate expertise

- Technology: Allows the team to put their effort into the analysis, not the gathering/manipulation of data

- Strong Business Alignment

- Make the business the primary focus; HR secondary

- Solid HR Partnership

- HR Business Partners

- Specialists/Other HR Functions



Characteristics of Successful CoE’s (cont.)

- HR Leaders Use and Promote WFA

- HR Leaders use the information with their business peers and their HR reports

- Proactive Development of the Capability to Apply

- The CoE owns the responsibility to increase the organization’s ability to understand and apply the information and insights the CoE develops



Starting a CoE is a Change

What is changing?



Manage Your Own Change

- Manage your expectations

- Have an accurate view of the change process

Pro

gres

s T

owar

d C

han

ge G

oal

Elapsed Time and Expended Effort

Launch

Change Goal(s)

Nonlinear Nature of Organizational Change

Source: Burke, W. W. (2008). Organization change: Theory and practice.


Section 2: Voice of the Customer

What is Voice of the Customer?

How does this factor into the CoE design?


Section 2: Voice of the Customer

Determine the Voice of the Customer (90)

1) Form groups of 4-5

2) Generate a list of possible Customers (15)

3) Group the list into Customer Categories (if haven’t already) (5)

4) Report back; Generate a master list of Customer Categories (15)

5) In group—for each category, identify key VOC statements (“As ___, I need ___ from

the WFA CoE.” Base your thinking on: (30)

1) How do they measure success? What does success mean/look like for them?

2) What are their key drivers of success?

3) In what ways does the workforce affect their success?

4) In what ways do they impact the workforce?

5) What key decisions do they make repeatedly? Periodically?

6) Which of those decisions are impacted by or impact the WF?

7) What information do they need to make data driven decisions concerning issues

involving the workforce?

6) Report back (20)

7) Individually, vote for your top 10 (5)


Section 3: Current Resourcing

Application

Partnership

Delivery

Insights

Systems

Reporting

Data

Information

Analysis

Who is currently engaged in meeting the Customer’s needs?

Which needs?

How?

What boundaries need to be maintained?

Session 2


Agenda

Session 2

Design

Section 4: Charter Development (45)

Section 5: CoE Model Construction (45)

Section 6: Technical Framework (45)

Launch/Year 1

Section 7: Priorities (90)

Lunch (60)

Section 8: Stakeholder Needs Assessment (45)

Section 9: Communication & Branding (45)

Section 10: Training (30)

Design


Section 4: Charter Development

Vision

To provide our business partners with high quality workforce data and analysis to drive effective decision making for operational excellence and strategic success.

• By defining key metrics, their use and application, use of benchmarks and best practices

• By establishing data governance model – standards & controls and ensuring data quality assurance

• By using an integrated technology platform with a standard suite of tools – reliable and accessible

• By creating a service delivery model – communication, change management & training


Section 4: Charter Development

Key Objectives: Specific goals/outcomes we seek to

accomplish in pursuit of our mission and realization

of our vision.

In small groups, answer:- We will successfully meet our mission by _______

As a group, select the key objectives.

Ex: - Develop a Governance Model- Identify a list of KPI’s to recommend to the BU’s- Identify possible analytics project and execute on at least one

to prove the value/impact


Section 5: CoE Model Construction

- Select a structural model- Centralized- Decentralized- Hybrid

- Select an initial set of roles and responsibilities- Within the CoE- Providing to the CoE


Section 6: Technical Framework

Sources- Where will we source data from?

Tools- What applications/systems will we use to:

- Gather- Analyze- Present

Governance- What will be our Governance structure?

Optional: Specify key roles.

Launch / Year 1


Launch / Year 1


Section 7: Priorities

As a group:- Based on our Charter and the Voice of the Customer:

- What are the greatest needs?- What are quick wins?- What can set us up for future success (Change Mgmt)?- What will be the target impacts/outcomes?

- Prioritize and Select- Evaluate (High/Medium/Low) Potential Impact & Feasibility

- For each selection:- What is the target time frame?- How will we measure success?- Who will own and who will support?


Section 9: Communication and Branding

Tips for Communicating through Change

• Communicate often – update employees whenever you can – formally or informally.

• Consider the impact of your information prior to communicating it.

• Be consistent in your communications and your actions.

• Be repetitive – ideas sink in deeply only after they have been heard many times.

• Present information openly – be as candid as possible.

• Provide as much factual information as possible.

• Follow-up and communicate about any issues you have new information on.

• Engage in two-way communications – listen to your employees.

• Ask questions to learn peoples’ reactions to the changes.

• Confront rumors head on – try to dispel them with factual information.

• Use various forms of communication.

• Keep communications simple – reduce jargon and technobabble.

• Use metaphors, analogies, and examples to explain what you mean – “a picture is worth a thousand words.”



Communication Plan WorksheetStakeholders Purpose Key Messages Method Frequency Messenger(s)Sponsors

Customers

Partners & Influencers

Providers / Resources



r3

Raise the BarReach your GoalsReward Success

MESAMeasureEvaluateSustainAdjust

35

PeoplemetrixWORKFORCE

INTELLIGENCE



Branding Considerations:

1) Align to existing company and functional brands

2) Engage a Graphics and/or Marketing professional (typically internal)

3) For themes, are they:

a) Truthful – can you back it up with real examples and practices

b) Appropriate – how will it be perceived by different stakeholder groups and divisions, including internationally

c) Compelling – speaks to something your organization cares about

d) Comprehensive – can be used in with a variety of topics and settings

e) Simple – don’t overwhelm your audience


Section 10: Training

Design Delivery

Milestone/ Activity Audience Segment Training Objective Medium Timing

What milestones / activities will trigger the need for training?

Whom do we need to educate?

What behaviors are we expecting? What skills are required?

What delivery vehicle is best suited to address this audience with this objective?

When? How Often?

Questions?

Documents

Workforce Analytics Center of Excellence Consultant Name Position Title Date