Workforce Insight And Change Making Comms V4 Aa

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These slides provide an overview of how to do Workforce Planning & Analytics so leaders can make better, more informed decisions. Hope you like it!

These slides provide an overview of how to do Workforce Planning & Analytics so leaders can make better, more informed decisions. Hope you like it!

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  • Slide one of Summary
  • Slide one of Summary
  • Analytics can siphon out marginally meaningful metrics and help determine the most influential drivers (metrics) of a business’ economic engine…
  • Slide one of “Why…”
  • Today’s leading companies: Best Buy, Harrah’s, Men’s Warehouse, Home Depot, WalMart, Cardinal Health, et al. – all employ analytics to inform their human capital strategies…
  • Most Important Factor When Selecting a Talent Management Suite Vendor: 30% view Integrated data and business processes 40%: ease of use…
  • App
  • Slide one of “How… Process”

Transcript

  • 1. Presented by Al Adamsen Founder & CEO People-Centered Strategies [email_address] Workforce Insight and Change-Making Communications December, 2010
  • 2. What all this About?
    • Improving…
    • Performance
      • individual, team, and organization
    • Culture
      • organization, business unit, team
    • The Work Experience
      • leader, manager, individual contributor
  • 3. The Power of Story
    • Direct the Rider
      • = Data + Context
    • Motivate the Elephant
      • = Visualization + Communication
    • Shape the Path
      • = Where we going +
      • How we going to get there
  • 4. Moving from Vagueness to Clarity “ In God we trust. All others bring data.” W. Edwards Deming Metrics & Reporting Analysis/Analytics Advanced Analytics
  • 5. Leading Contributors to the Science John Boudreau Mark Huselid Brian Becker Richard Beatty Larry Bossidy Ram Charan Susan Mohrman David Norton Robert Kaplan Gary Loveman Jim Collins Peter Cappelli Wayne Casio Dave Ulrich Norm Smallwood Wayne Brockbank Theresa Welbourne Thomas Davenport Ed Lawler III Jack Wiley Peter Ramstad Jac Fitz-enz Bernd Irmer Tony Rucci Tamara Erickson Scott Brooks Jeffrey Pfeffer Sue Meisinger Peter Drucker Edward Tufte Daniel Pink W. Edwards Deming An Incomplete List of the…
  • 6.
    • “ It ain't what you don't know that gets you into trouble. ... It's what you know for sure that just ain't so .”
    • - Mark Twain
  • 7. Optimize the Quantity & Quality of Information Quantity of Information Value Optimal Quantity of Information Competitive Advantage (just right) Competitive Disadvantage (too little) Competitive Disadvantage (too much)
  • 8.
    • “ Each good-to-great company built a fabulous economic engine, regardless of the industry. They were able to do this because they attained profound insights into their economics.”
    • “ To get insight into the drivers of your economic engine, search for the one denominator (profit per x) that has the single greatest impact.”
    Continuous Learning & Improvement “ Like inquisitive scientists, the best corporate leaders we researched remain students of their work, relentlessly asking questions: Why? Why? Why? Why? … and have an incurable compulsion to vacuum the brains of people they meet.”
  • 9. Two Distinct, Yet Related Disciplines Compliance & Risk Mitigation People & Organizational Effectiveness HR Talent Management
  • 10. The Decision Sciences of Business Discipline Decision Science Key Activities Accounting Finance Financial Planning & Analysis (FP&A) Sales Marketing Market & Customer Research Operations Supply Chain Mgmt. Operations Research & Process Optimization HR Talent Management Workforce Planning & Analytics (WP&A)
  • 11. Level Setting: Defining Key Terms
      • HR Metrics & Reporting
        • What is happening? Where is it happening?
      • Workforce Analytics
        • Why is it happening? What are the root causes?
        • What will likely happen if we change “x’ or invest in “y”?
        • An important distinction: Analytics vs. Advanced Analytics
      • Workforce Planning
        • What is the anticipated supply and demand for labor at a future point in time?
        • What is our strategy to fill the gap?
          • Informs recruiting strategies
          • Informs career development strategies
  • 12. Workforce Analytics vs. Workforce Planning
    • Workforce Analytics
    • Looking at the past (turnover trends, etc.) or very recent past (survey, performance management, etc.) to uncover what leaders “should” do– relative to other possible investments–to positively affect desired business outcomes.
    • Deliverable: Insight into what likely drives key performance indicators (employee engagement, retention, customer satisfaction, etc.)
    • Analogous to Market Research
    • Workforce Planning
    • Looking at past group or organizational growth rates to anticipate the future supply of labor. This is reconciled against the human resource needs required to execute business strategies (labor demand). The resulting gap informs the HR strategy.
    • Deliverable: Insight into the gap for labor at a future point in time along with strategies to fill that gap (FTEs, contingent labor, etc.):
      • external: who to hire and when
      • internal: who to develop and when
    • Analogous to Supply Chain Management
    Time Present Time Present © 2009 People-Centered Strategies LLC
  • 13. Workforce Planning & Analytics Together 24 months Time Quantity of Labor Workers Entering the Organization Workers Exiting the Organization > 1, growing organization < 1, shrinking organization 12 months Workforce Analytics can help improve retention which, in turn, will positively affect the composition of the workforce. Workforce Planning can help determine recruiting needs, development needs, contingent/full-time/part-time mix, etc. © 2010 People-Centered Strategies LLC Forecasted Demand for Labor Forecasted Internal Labor Supply Labor Gap: How to fill? Internally & Externally ?
  • 14. Evidenced-Based Decision-Making Emotional Rational Today’s Leading Companies Opportunity Emotional Rational Most Companies Decision Making Emotional Rational Leading Companies of Tomorrow Opportunity “ Opportunities abound to employ simple analytic methods to marginally or substantially increase profitability, especially in large businesses…” Dr. Gary Loveman, Chairman of the Board, President and CEO, Harrah’s Entertainment, Inc.
  • 15. Analytics Maturity Progression Value/ Impact Time Stage 4: Operationalize Insight Analytics Competitor
      • Insight is repeatedly used to formulate HR & Business Strategy.
      • Insight is repeatedly used by Managers in the field.
      • Insight is obtained quickly & accurately from an on-demand platform.
    Stage 1: Get Data Right Analytics Hopeful
      • Do I have good data to work with?
      • If not, what must I do to improve it? Improve it.
      • Do I have the people in place to perform analytics?
      • Do I have the necessary technologies?
    When Yes Stage 2: Create Context Analytics Doer
      • Can we aggregate and structure data in a usable way?
      • Do we have people experienced in analytics?
      • Do key metrics now have a story around them?
      • Is there a growing demand for insight?
    When Yes Stage 3: Use Insight Analytics User
      • Do we have an on-demand analytics platform?
      • Are those doing analytics influencing change?
      • Are insights being used in the field?
      • Are dashboards w/ meaningful metrics (KPIs) being used?
    When Yes
  • 16. Aggregating & Analyzing Data Most organizations (nearly all) do not extract a level of value from their HRIT investments commensurate with the money, time, and effort devoted. Workforce Planning/Analytics helps organizations maximize the value derived from HRIT investments (a.k.a. “data assets”). In turn, the insight generated serves as a unique, hard-to-replicate competitive advantage as leaders are able to make more effective decisions. External Data HRMS Applicant Tracking Performance Management Learning Survey “ Decisions are now based on what we know not what we ‘think’ we know.” Aggregating Workforce Insight Planning/ Analytics HR Metrics & Reports context
  • 17. The Data-to-Change TM Process: Action Creating Knowledge Data Staging/ Aggregation Analysis/ Reporting Packaging/ Story Telling Communication/ Facilitation Action/ Positive Change Systems/ Data Analytics/ Insight Do Actions Reflect Data-Driven Insight? © 2010 People-Centered Strategies LLC Appreciating the various, people, processes and technologies throughout the whole cycle. Bridging the Gap between Knowledge and Action
  • 18. Workforce P&A: Three Work-streams Strategic Operational Technical What we want & when we want it… Staging Data and Performing the Analytics… Understanding & Making Decisions… How the deliverable will be created… Packaging & Communicating… Governance
  • 19. Workforce Intelligence Services Enablers of Operational Excellence
    • Workforce Analytics
    • Linkage/Operational Research
    • Statistical & Portfolio Analyses
    • Talent Investment Optimization
    • Workforce Planning
    • Forecasting Labor D. & Supply
    • Modeling & Scenario Planning
    • Talent Strategy Optimization
    • HR Metrics & Reporting
    • Basic Reporting
    • Compliance Reporting
    • Dashboards & Scorecards
    • Workforce Management
    • Payroll Alloc. & Labor Scheduling
    • Modeling & Scenario Planning
    • Productivity Optimization
  • 20. The Value Proposition: Revisited Reduced Anxiety * individual, team, and organizational Better Performance* Better Decisions Increased Confidence Better Insight Increased Control Better Processes Better Technologies Better Data
  • 21. Presented by Al Adamsen Founder & CEO People-Centered Strategies [email_address] Workforce Insight and Change-Making Communications December, 2010 Thank you!