Driving Hr Transformation With Metrics V7


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Presentation to ASMI HR Measurement, Metrics & Analytics Summit, Arlington, VA, August, 2010

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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
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