Driving Hr Transformation With Metrics V7

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Presentation for ASMI HR Measures, Metrics & Analytics Summit, August, 2010 Arlington, VA

Presentation for ASMI HR Measures, Metrics & Analytics Summit, August, 2010 Arlington, VA

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  • An overview of what we’re going to cover today. We’ve taken an approach that may be a little different from the others that you’ve seen, while we are going to go through our technical approach to all of the tasks and address the key elements of your evaluation criteria we are going to shuffle the order slightly. We understand from your instruction that you may chose to award this contract to either a single vendor, or break parts of it into multiple awards. While we firmly believe we are positioned to produce maximum efficiencies and optimal results to VA as a single provider, and that this is the best approach for the VA to take we also see the benefits to the government in multiple awards and are prepared to deliver world class results in either structure. As you here our technical approach you will see that we have shuffled the order somewhat as we believe there are core elements, such as the underlying competency model, communications and change management, that are foundational to the entire effort and which must be executed on effectively in order for success to be achieved in any of the tasks and regardless of who has ultimate responsibility for each individual tasking.
  • This is what leaders should be asking, if they aren’t HR needs to help them understand why they should, and how HR can support answering these questions through the use of metrics & analyticsBecause HR needs to play this role for sr. leaders the competency models are shifting, we as practioners, need to get smart on what competencies we need
  • The model is not as important as the expertise on how to Models such as LAMP have been around for a long time, we use lamp as a guiding framework, but it is entirely about the execution, not the model. Understanding what you are trying to get to, and more importantly why you are trying to get to it allows you to look at the different elements of this, or any other, framework in the right way.
  • So what metrics do I want to pull. We are pulling all kinds of employee data into our systems. As you look at the different HR missions you just need to look at what your trying to do, and then pick metrics that help empower measurment of results in that function.Impacts the futureDemonstrate the value of current and past workforce investments to guide prioritization and decision-making.Optimizes assetsUse workforce investments to drive competitive advantage.Connects the dotsTie workforce performance to enterprise key performance indicators (KPI’s).Delivers efficient & accurate reportingQuickly deliver accurate reports across the enterprise through a variety of channels.Provides contextHelp leaders to better understand effective behavior, measure and improve results, and provide feedback.Once you’ve determined what you want to measure and how that drives to your focus, how do you actually dilineate what will get you there
  • You still need the tactical level markers & measurements, but it is about shifting the conversation to the strategic. We all know what the items on the right say, but it is the items on the left that enable organizations to drive mission. The shift of how you use the tactical data points to drive the strategic mission is the art.Illustrative examples of some possible metrics. These are the outcomes from Workforce Intelligence Architectures and tools like LAMP, you get metrics that can answer the questions on strategic measures like these. Focus on the difference from tactical to strategic.What I hope you’re all thinking about now is not the measures of the past on the right, but the metrics of the future on the left
  • Most organizations are straddling the line. We are reported and measured to death, we have 360 reviews, and dashboards, etc. but we’re still functioning as a transactional organization, what the power of analytics is revolves around how you apply the data, how you change the relationship of what you do with the data to drive transformation of the workforce.We still do both, but in a more mature organization the balance of where time is spent shifts more to the strategic and less on the tacticalMost organizations today spend 80-90% of their time providing service, 10-20% assisting decision enablement, the delta is to shift the balance to more of a 50/50 proposition
  • Summation of everything we coveredRe walk through salient pointsSo now lets talk about some real life examples


  • 1. Your Mission – Our Passion
    Driving Workforce Transformation Through Metrics
    Present by:
    Russell M. Klosk, MBA, SPHR, GPHR
    Paul Thornton, Ph. D.
  • 2. Everybody loves Dilbert
  • 3. What are we going to cover?
    What are leaders asking of the HR organization?
    How do metrics support this?
    The role of Metrics as an enablement mechanism in HR Transformation
    Are you measuring the right things?
    Real world examples
    In other words
    Which key data should be shared and highlighted to your executive team
    Review your data to determine what changes will spur new innovation and growth (Transformational data)
    Architecture & tools to help accomplish this
    Understand where your workforce resources should be allocated
    What does it look like
  • 4. About Us
    • Fortune 500 company with over $6B annual sales
    • 5. More than 70,000 employees globally
    • 6. UK Headquartered and operating in 50 countries around the world
    • 7. US Headquarters in Reston, VA
    • 8. Over 11,000 US Based skilled and dedicated professionals
    • 9. Professional service firms offering a full range of Management Consulting services.
    • 10. We embed metrics into everything we do, both HR metrics and performance metrics.
    • 11. 30+ years corporate experience driving HR Transformation
    Russell Klosk, MBA, SPHR, GPHR
    Paul Thornton, Ph.D.
    We are a leading provider of professional, technology and management services.
    Advise | Design | Integrate | Deliver
  • 12. Organizational priorities are changingShift from transactional to strategic
    Mission attainment is leadership’s top priority - and innovation is required to enable it
    Responsiveness and agility are the new key competencies, requiring innovation across three areas:
    Offerings and services
    Operation of core functional areas
    Overall enterprise model (especially collaboration)
    Operatingmodelinnovation is becoming as important as traditional offering and service innovation. Organizations that outperform focus on this
    But, collaboration and model reinvention require strong leadership of change, notably in the areas of:
    Integration of process and technology
    Source: 456 CEOs, IBM Global CEO Study, 2004765 CEOs, IBM Global CEO Study 2006
  • 13. The Question Leaders Aren’t Asking
    How do I make decisions about human resources with the same rigor as I do about finance or operations?
    What types of metrics and dashboards empower me (leaders) to accomplish this?
  • 14. These priorities shape the new Human Capital agenda
    HR Executives are challenged to ensure the right balance between strategic effectiveness of HR and operational efficiency of the function
    As people challenges including cultural development, leadership and collaboration become a critical part of achieving innovation, the Human Capital agenda must evolve
    • A variable and efficient cost model for the HR function with high service levels is required
    • 15. Organizations require many delivery channels to ensure employee and manager access
    • 16. CHROs must be able to demonstrate the link between Human Capital activities and business results
    • 17. The decision to build or buy skills becomes central
    • 18. Retaining key people when facing a shortage of supply is critical
    • 19. Work must transform to shortages
    • 20. Organizations must measure and reward executives and the HR function by how they deliver on the critical talent agenda
    • 21. Developing skills to support growth, innovation, differentiation and customer satisfaction becomes a top priority
    • 22. Collaboration across the company, channels, and citizens is needed to transform work
  • What key data should be shared?
    There is no one magic bullet
    You must determine what metrics drive organizational capability given your unique business environment
    If you are looking for a single metric or data element that is everything your HR Executives need you are missing the mark
    It is entirely about looking at all the relevant data and getting to those that tell a meaningful story for what you are trying to accomplish
    How do get to this?
  • 23. Developing your expertise:
    Metrics & Analytics enable the transformation
  • 24. Different metrics for different missions
    Workforce Enablement
    HR Execution
    Employee Development
    • Workforce planning & analytics
    • 25. Talent sourcing, selection & deployment
    • 26. Industry workforce solutions (aging, diversity, immigrants, absence, third party cost mgmt, employee experience, forecasting & scheduling)
    • 27. Time & labour
    • 28. Competency, performance & succession management
    • 29. Role-based transformation
    • 30. Knowledge management & collaboration
    • 31. Human capital / HR strategy and change
    • 32. HR operations and service delivery
    • 33. Process and organization design and improvement
    • 34. Shared services and employee service centers
    • 35. HRIT strategy, systems implementation and upgrades
    • 36. HRBTO and system outsourcing, maintenance and hosting
    • 37. Corporate learning strategy & analytics
    • 38. eContent
    • 39. Business applications and process training
    • 40. Learning technology
    • 41. Business skills training
    • 42. Merger training programs
    • 43. Learning BTO and system outsourcing, maintenance and hosting
    Data is used to spur new innovation and growth (Transformation)
    Identifies areas of focus, and areas for improvement
  • 44. Workforce Intelligence Architecture
    “Tie HR to the business”(strategic impact)
    Business Analytics
    “Monitor HR performance”(operational effectiveness)
    HR Metrics
    “Run the department”(transactional efficiency)
    Workforce Reporting
  • 45. Using “Workforce Intelligence” as Your Tool
     This will insure that …
    Operational reporting is more comprehensive and efficient
    Individual application data is integrated
    You have desktop reporting tools
    Graphically-rich information is easily utilized
    Dashboards are user specific
    You can measure progress against benchmarks and internal targets
    HR practices and investments can be aligned with enterprise goals
    Relationships between investment and results can be demonstrated
  • 46. Do we really measure the HR Value Proposition
    Actual HR Measures (tactical)
    Turnover Rates
    Succession Candidates
    Time-To-Fill, Train, On-Board, Utilization
    Training Hours
    Cost Reductions
    Training Completed
    Client Satisfaction Surveys
    Performance/Potential Ratings
    Productivity per employee
    Best Practices Recognition
    Human Capital Objectives (strategic)
    Driven to Win
    Embracing Risk
    Self Developing
    Mission Aligned
  • 47. Value Creation Increasingly Dependent on the “Talent” market
    Measure what you need
    Value Creation Strategy
    Product / Service
    Value Analysis in this
    Market is Critical
  • 48. Change Brings Opportunity
    A revolution in the way people are valued in the workplace.
    Instead of treating people as units of cost, measure and maximize their strategic value to the enterprise. ‘Headcount’ gets cut. ‘Infrastructure’ gets attention!
    From Transactional to Strategic
    Human Resources to Human Infrastructure
  • 49. Transition of the HR Functions
  • 50. Business Analytics
    Understanding how your workforce resources are allocated is what the analytics do for you.
    Identify top workforce drivers and allocate appropriate investments to drive company success.
    Align workforce performance with business strategic goals.
    Focus workforce practices on critical business success levers.
    Focus is on certifications, qualifications, competency and performance, measure not only performance but potential, maximize investments.
  • 51. So what do we tell to leaders?
    What the workforce is capable of,
    What the workforce needs to evolve to,
    How successful are we executing,
    Where does $’s spent generate the best results,
    How should we form teams,
    Who, when, where,
    Where & How should work be performed and measured,
    What & How do we reward & recognize,
    Which employees are the future and how do we get them what they need to get there.
  • 52. The Balanced Scorecard
    Here is how it all comes together
    Individual objectives & appraisals, Aligning people with strategy, Training
    Measures & Analytics
    Decisions & actions
    using strategy to drive delivery
    • Business planning; Risk management; Resource allocation; Project & Programme Management
  • So what does it look like in the real world
    Navy Personnel Readiness
    Issue: Navy skill requirements are constantly changing with Congressional actions, unit moves, reorganizations and equipment fielding or retirement. Operational unit readiness is a function of personnel readiness but in terms of fill and fit (skills, experience/grade)
    Solution: Fielded forecasting tools which predict personnel readiness up to 15 years into the future at varying levels of detail (higher near term and more aggregated beyond 5 years)
    Metrics: gains, promotions, losses, experience levels and gaps
    Navy Incentives
    Issue: Use of incentives is a major component of personnel costs supporting personnel retention (selected skills and experience) and volunteerism for difficult to fill locations (hardship locations)
    Solution: Fielded analytic tools which track the use of incentives for ROI and a “reverse bid” tool which allows the Navy to post ceilings for certain assignments and the Sailors can bid down (win-win)
    Metrics: Retention %, Incentive Utilization, Bid levels, Cost Savings
  • 53. Some more examples
    Navy Budget Process
    Issue: Navy submits a Five Year Defense Plan and Program Objective Memorandum to justify budgetary requirements. Personnel costs, direct and supporting, represent a significant portion of the overall budget. Costs are driven by both internal and external factors.
    Solution: Developed predictive forecasting models allowing policy analysis and resulting strength and budget requirements (planning) and execution tracking models which allow month to month analysis (expenditures to target)
    Metrics: Annual and monthly strength, Costs, Readiness levels
    US FBI Strategic Planning
    Issue: The FBI recognized the changing nature of crime and trends would require reorganization and realignment.
    Solution: Developed a workforce strategic planning model which allowed analysis to develop future scenarios (requirements), forecast the gaps between the projected existing and future requirements and solutions for closing the gaps
    Metrics: annual gains, promotions, losses, experience levels and gaps by scenario
  • 54. Questions
  • 55. Thank You
    (240) 778-1233
    (703) 939-6590