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Frequently  Asked  Ques6ons  

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Sarah  Sipek  Associate  Editor  Workforce  magazine  

The  Datafica6on  of  HR  in  2016:  Gradua6ng  From  Metrics  to  Analy6cs  

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The  Datafica6on  of  HR  in  2016:  Gradua6ng  From  Metrics  to  Analy6cs  

Dave  Weisbeck  Chief  Strategy  Officer  Visier  

The Datafication of HR: Graduating from Metrics to Analytics

Dave Weisbeck, CSO, Visier JANUARY 2016

Maximize your business outcomes, through your people

Analyze: Go from data to insights Align: Go from insights to plans Act: Go from plans to outcomes

Where are our recruiting bottlenecks?

How can we retain critical employees?

What if?

How well did we plan?

How do our total workforce costs breakdown in our plan?

Should I give my team

member a raise?

What are our total workforce costs and how are they changing?

How can we connect Total Rewards to our

bottom line?

How will turnover

impact our future

workforce?

Which workforce scenario will best meet our business goals and budget?

Where should we allocate people to

support the business?

Which Critical Talent is at risk of

resigning?

Who should I promote?

Workforce  Analy.cs

Workforce  Planning

Visier  Workforce  Intelligence  

Visier is about making both HR and the business better

Enabling  HR  and  your  business    with  Visier  could  be  the  most  impacEul    

acFon  you  take  in  2016.  

Agenda

1.  Trends & drivers shaping the Datafication of HR

2.  The path to data-driven HR: Climbing the Workforce Intelligence Curve

3.  How to graduate from metrics to analytics in key HR functional areas

4.  Common pitfalls to avoid

What is driving the change?

Aging workforce

Decreasing labor supply, reducing productivity

Tough  to  find  people  

CEOs increasingly worried about finding key skills

Q:  To  capitalise  on  the  top  three  global  trends  which  you  believe  will  most  transform  your  business  over  the  next  five  years,  to  what  extent  are  you  making  changes  to  the  following  areas?  

Talent Strategies is a top area of focus for CEOs

Great HR leads to great companies

“Eight  years  of  research  into  Watson  WyaT's  Human  Capital  Index®  (HCI)  has  consistently  found  a  strong  correlaFon  between  effecFve  HR  program  design  and  financial  performance.  Indeed,  the  link  goes  beyond  correlaFon:  Effec6ve  HR  programs  are  a  leading  indicator  of  financial  performance.”  

Towers  Watson  

We  found  that  companies  that  are  stronger  in  people  management  have  a  correspondingly  higher  financial  performance.  …  In  contrast,  companies  with  the  worst  financial  per-­‐formance  show  a  greater  need  for  acFon  across  virtually  all  27  HR  subtopics…  This  has  been  a  consistent  finding…  it  is  clear  that  the  most  successful  people  companies  consistently  outperformed  the  market,  by  nearly  100  percent.  

Boston  ConsulFng  Group  

What change? Are we looking to make? Is the business asking us to make?

1996:  “Why  not  blow  the  sucker  up?  I  don't  mean  improve  HR.  Improvement's  for  wimps.  I  mean  abolish  it.”    

2005:  “Aber  20  years  of  hopeful  rhetoric  about  becoming  "strategic  partners"  with  a  "seat  at  the  table"  where  the  business  decisions  that  maTer  are  made,  HR  professionals  aren't  nearly  there.”  

2015:  “It’s  Fme  to  blow  up  HR  and  build  something  new.”    

301 executives from companies with $1B or more in revenue from across America— representing a wide range of industries— took the survey conducted on Visier’s behalf by Harris Poll in February 2015.

Changing Expectation for HR Leadership

63% say the most effective CHROs come from non-HR backgrounds, like Finance, or Operations.

80% say their company cannot succeed without an assertive, data-driven CHRO, who takes a strong stance on talent issues and uses relevant facts to deliver an informed point of view

78% say their company cannot succeed without a CHRO who takes on responsibility for contributing directly to business performance

362 responses, from companies with more than 500 employees, to a Pulse Poll conducted by Harvard Business Review Analytic Services.

The statistical margin of error is 5.12 percent.

The majority (60 percent) are senior business leaders.

The Changing Role of the CHRO

There is a gap between what CHROs do today, and what they are expected to do

What the business wants, is what HR wants

A strategic HR organization, that creates talent strategies that align to business outcomes through the use of data and analytics.

Becoming Strategic

HR leaders who are proactive users of data may have a better chance of winning the CEO’s confidence.

HR Executive, Gaining their Trust, Sept 2014

Another key finding is that HR leaders will have a seat at the table for strategic discussions only if they can demonstrate the business impact of HR. …Our experience has found that data-driven, analytical HR departments are more likely to play a strategic role in their organizations, and the survey data supports this.

Boston Consulting Group, Creating People Advantage, 2014-15

“KPIs and Steering Tools” allow HR to play a more strategic role

What is the path to data-driven HR?

HR’s Readiness to Take on Talent Challenges: Analytics one of the biggest gaps

Culture and engagement

Learning & development

Diversity & inclusion

Talent acquisition

22%

28%

30%

31%

31%

32%

37%

38%

40%

41%

Reskilling HR

Leadership gaps

Performance management

HR Technologies

Workforce capabilities

Talent analytics

But only 22% say they are “ready”

to effectively leverage talent

analytics

75% of organizations say

that talent analytics is important

Source:  Global  Human  Capital  Trends  Study  2015,  DeloiBe  

No improvement in capabilities from 2014 to 2015

5%

5%

4%

7%

8%

7%

Conducting multi-year workforce planning

Correlating HR data to business performance

Using HR data to predict workforce performance and improvement

2015

2014

% of “excellent” ratings

Source:  Global  Human  Capital  Trends  Study  2015,  DeloiBe  

Workforce Analytics

Stuck in Neutral is

The Path to Workforce Intelligence Maturity

Reactive Standardized Focused Strategic

Workforce Intelligence Maturity à

Busin

ess V

alue

Respond to data requests

Improve HR processes

Align HR with the business

Drive business outcomes

©  Visier  2015  

The Path to Workforce Intelligence Maturity

Reactive Standardized Focused Strategic

Workforce Intelligence Maturity à

Busin

ess V

alue

Respond to data requests

Improve HR processes

Align HR with the business

Drive business outcomes

©  Visier  2015  

56% 30% 10% 4%

5% 10% 30% 55%

Current Capability:

Desired Capability:(within 2 yrs)

Reactive Standardized Focused Strategic O

rgan

izat

iona

l Fo

cus

Goal   Respond  to  people  data  requests  

Improve  HR  processes  

Align  HR  with  the  business  

Drive  business  outcomes  

Reach  in  users   Analysts  &  planners   Plus  HR  &  ExecuFve  Leadership  

Plus  all  business  leaders  

Plus  all  people  managers  

Frequency  of  use   One  off   Monthly  reports  &  annual  plans  

Plus  self-­‐service  analyFcs  &  monthly  plans    

Plus  real-­‐Fme  analyFcs,  conFnuous  planning,  &  forecasFng  

Func

tiona

l C

apab

ilitie

s

Technology   Spreadsheets   Spreadsheets  &  dashboards  

Business-­‐specific  analyFcs,  what  if  scenarios,  &  collaboraFon  

Plus  predicFve  analyFcs  &  workforce  modeling  

Content  Standardiza6on  

None   Basic  key  HR  metrics  &  headcount-­‐only  planning  

Plus  metrics  &  analyFcs  across  all  HR  topics,  &  cost-­‐driven  planning  

Plus  workforce  modeling  &  connecFng  to  business  outcomes    

Visualiza6ons   Basic  staFc  charts   Basic  to  intermediate  staFc  charts  

InteracFve,  purpose-­‐built  visualizaFons  

Advanced  interacFve,  purpose-­‐built  visualizaFons  

Dat

a

Man

agem

ent Scope   Single  system  (e.g.  

HRMS)  Limited  linkage  between  a  few  systems  (e.g.  HRMS  &  Payroll)  

MulF-­‐system  integraFon  (e.g.  all  HR  systems  +  benchmarks)  

Plus  Big  Data  (e.g.  business  systems)  

Effort   Manual  (new  each  Fme)  

Manual  to  create  &  update  

Automated  &  single  source  of  the  truth  

How to graduate from metrics to analytics… and from information to insights and impact

Definitions

From good to great Workforce Intelligence

M E T H O D O L O G Y approach, skillset, mindset

DO

MA

IN

prob

lem

s, g

oals

, tar

get

§  Ask the right questions §  Determine root causes §  Connect findings to business

outcomes §  Build plan to improve outcomes §  Monitor plan & course correct

Domain: Going beyond talent outcomes, to business outcomes

QUALITY  OF  TALENT  

Right  people?  

COST    OF  TALENT  

Right  cost?  

QUANTITY  OF  TALENT  

Enough  people?  

Collaboratively plan with business stakeholders

Link HR planning to business priorities

Monitor, forecast and adjust plan

Learning  &  development  programs  

Hiring  the  right  skills  

Planning  key  roles,  skills  

Right  roles,  skills  &  number  of  employees  

Supply  &  demand  of  talent  

Forecast  demand  for  talent  

Current  costs,  and  projected  future  costs  

Beyond  compensaFon,  to  total  cost  of  workforce  

Aligned  with  budgets  

BUSINESS  OUTCOMES  

Methodology: Quantitative, data-driven HR: Connecting HR & Business Outcomes through Workforce Intelligence

Analyze: Go from data to insights Align: Go from insights to plans Act: Go from plans to outcomes

PrioriFze,  using  data-­‐driven  insights  

Connect  HR  to  the  business,  to  improve  operaFonal  and  financial  performance  

Hire,  develop,  retain…  based  on  your  plan  &  ensure  accountability  

Retention Analyze who is at risk of resigning and how to retain them.

Align on risk areas, resource needs, driving mitigation strategies.

Act on evolving plans in response to changing market conditions and business needs.

Retain  criFcal  employees,  to  improve  outcomes.  

Retention

2016: §  Analyze:

§  What is our historical resignation rate? Who is at risk of resigning, who should we retain?

§  Align: §  What talent, how many

resources and when, are needed to meet our business goals?

§  Act: §  Develop a workforce plan that

considers business strategy, workforce needs, financial constraints, and historic resignation rates

2015: §  React:

§  How many people have left, and what is our turnover rate?

§  Turnover by type – voluntary, involuntary, regrettable, etc.

METHOD: ANALYZE DOMAIN: QUALITY OF TALENT

“Who  is  likely  to  leave?”  

METHOD: ALIGN DOMAIN: QUANTITY OF TALENT

“When,  and  how  many,  people  do  we  need?”  

METHOD: ALIGN DOMAIN: COST OF TALENT

View subplan assigned to Emily O’Hara

METHOD: ALIGN

“How  do  I  engage  the  business  to  answer  how  many  and  when?”  

METHOD: ALIGN DOMAIN: COST OF TALENT

“How  much  will  it  cost?  How  much  can  we  afford?”  

METHOD: ACT DOMAIN: QUALITY OF TALENT

“What  is  the  right  acFon  to  keep  this  talent?    And  not  cause  me  to  risk  losing  other  talent?”  

METHOD: ACT DOMAIN: QUALITY OF TALENT

“Will  I  create  excepFon,  or  was  this  decision  overdue?”  

… AND CONNECT TO BUSINESS OUTCOMES

“How  do  I  show  the  business  impact  to  the  loss  of  talent?”  

Common Pitfalls to Avoid

Bad Data? “Bad” data is a fact of life when it comes to HR data Data only gets good when you shine a flashlight on it Do not let perfection be the enemy of good-enough

“Our data is bad, worse than most, and we need to clean it first….”

Not all decisions are equal: aim for the green zone

Impact  of  decision  

Quality  of  data   Inefficient  

Risky  decision  

Data warehouse / Business Intelligence roadblock?

§ More than 50% of data warehouse projects have fail (Gartner)

§  Between 70-80% of corporate business intelligence projects fail (Gartner)

§  The average price for a data warehouse is $2.3M (IDC)

§  The time to implement a data warehouse ranges from 12-36 months

Modern  Workforce  Intelligence  soluFons  will  not  require  you  to  build  or  manage  a  data  warehouse  

HR system roadblock?

§ Transactional HR systems (e.g. your core HRMS) are not designed for analytics

§ Siloed data & costly / complex data integration § Reporting engine, not analytics engine §  Inability to perform multi-dimensional analysis §  Incomplete view of workforce costs § Limited workforce planning

“…Unique  opportunity  for  HR  professionals  to  posiFon  themselves  as  fact-­‐based  strategic  partners  of  the  execuFve  board”    

McKinsey  &  Company,  March  2015  

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