HR	
  me&ngen	
  	
  
en	
  hun	
  strategische	
  rol	
  




     Luk	
  Smeyers,	
  iNos&x,	
  augustus	
  2010	
  


 ...
…Google	
  als	
  inspira9e	
  


             Lazlo	
  Bock	
  	
  
             Chief	
  HR	
  at	
  Google	
  




“1/3...
P&O	
  me9ngen:	
  	
  
      USA/UK	
  zijn	
  ver	
  vooruit!	
  




Europe/Asia	
  blijven	
  fors	
  achterop…	
  


...
…desondanks	
  vele	
  wake-­‐up	
  calls!	
  


                                                                         ...
Prof.	
  Richard	
  Bea/y**	
  	
  
        (Rutgers	
  University,	
  HR	
  faculty,	
  New	
  Jersey)	
  




Don’t	
  t...
‘Hi]ng	
  the	
  wall	
  in	
  HR’*	
  


                                                                                ...
‘Hi]ng	
  the	
  wall	
  in	
  HR’	
  


                                                                                 ...
Why	
  should	
  we	
  measure	
  HR	
  performance?	
  
                                                              • 	...
Maak	
  P&O	
  me9ngen	
  strategisch!	
  


                                                                             ...
What	
  could	
  we	
  measure	
  in	
  HR?	
  




                POWERFUL WORKFORCE ANALYTICS
Maak	
  P&O	
  me9ngen	
  strategisch!	
  
                                                         (gevalstudie	
  van	
 ...
Bedankt	
  !	
  




 POWERFUL WORKFORCE ANALYTICS
Contact:	
  
     luk.smeyers@inosKx.com	
  
   jeroen.delmo/e@inosKx.com	
  
      frans.beerling@inosKx.nl	
  
         ...
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iNostix_HR Metingen En Hun Strategische Rol

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Maak HR metingen strategisch, making HR measurement strategic. iNostix summary from workshop.

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iNostix_HR Metingen En Hun Strategische Rol

  1. 1. HR  me&ngen     en  hun  strategische  rol   Luk  Smeyers,  iNos&x,  augustus  2010   POWERFUL WORKFORCE ANALYTICS
  2. 2. …Google  als  inspira9e   Lazlo  Bock     Chief  HR  at  Google   “1/3  of  the  HR  staff  globally  is  hired  specifically  for  their  analy;cal   skills.   They   may   have   a   Ph.D.   in   sta;s;cs   or   organiza;onal   “. psychology  ”  or   a   master’s   in   chemistry   or   physics.   They   build   an     underlying  quality  into  what  we  are  doing  by  constantly  tes;ng  our   ideas   and   prac;ces.   Analy;cs   measure   the   ROI   for   everything   we   do.”   POWERFUL WORKFORCE ANALYTICS
  3. 3. P&O  me9ngen:     USA/UK  zijn  ver  vooruit!   Europe/Asia  blijven  fors  achterop…   POWERFUL WORKFORCE ANALYTICS
  4. 4. …desondanks  vele  wake-­‐up  calls!   Harvard:  10  Must-­‐Read  Ar9cles   (2009):   HewiX  European  HR  Barometer   “Compe9ng  on  Analy9cs,     (2009):   Thomas  Davenport”   “HR  Measurement:  Top  3  Priority”   BusinessWeek  (March  ‘09):   “HR  Analy9cs:     McKinsey:  8  trends  to  watch  (2009):   a  Game-­‐Changing  Management  Idea”   “Pu]ng  more  science     into  management”   POWERFUL WORKFORCE ANALYTICS
  5. 5. Prof.  Richard  Bea/y**     (Rutgers  University,  HR  faculty,  New  Jersey)   Don’t  trust  HR!  Most  of  the  HR  professionals  are  ill-­‐equipped  to   provide   analy;cs   that   are   useful   in   making   human   capital   decisions  that  build  economic  value.  A  lot  of  the  HR  work  has  no   relevance  to  an  organiza;on’s  success!”     POWERFUL WORKFORCE ANALYTICS **  Speaking  at  a  recent  top  CFO  summit  
  6. 6. ‘Hi]ng  the  wall  in  HR’*   •   Strategische  impact   •   Organisa9everandering   •   Oorzakelijke  verbanden   Het  verbinden  van  P&O  me9ngen  en   Toegevoegde  Waarde  van  P&O   effec9viteit  van  de  organisa9e   Dashboards   Benchmarks   P&O  Metrics   Graad  van  P&O  ‘Intelligence’   (*)  John  Boudreau,  Harvard  Business  School,  2007   POWERFUL WORKFORCE ANALYTICS
  7. 7. ‘Hi]ng  the  wall  in  HR’   Predic9ve  Modelling   What  will     happen  next?   Toegevoegde  waarde   HR  Analy9cs   Why  is  this     happening?   Repor9ng  &  Metrics   What     happened?   Graad  van  P&O  ‘Intelligence’   POWERFUL WORKFORCE ANALYTICS
  8. 8. Why  should  we  measure  HR  performance?   •   Data  dissec9on  (root  cause)   •   Mul9ple  metrics  disaggrega9on  (focus  areas)   •   Engagement  level  measurement/analysis   •   Talent  management  effec9veness  measurement   Predic9ve  Modelling   •   Employer  aXrac9veness  measurement   •   Turnover  inten9on  measurement   What  will     •   Employer  recommenda9on  measurement  (NPS)   happen  next?   •   HR  performance  stakeholder  analysis   •   …   Compe99ve  Advantage   HR  Analy9cs   •   Effect  of  restructuring  on  engagement   Business  Value   Why  is  this     level   •   HR  Metrics   •   Impact  of  engagement  on  organiza9onal   •   HR  Ra9o’s   happening?   performance/customer  service   •   HR  Benchmarks   •   Turnover  impact  on  customer  service   •   Demographic  modeling  on  cri9cal  skills   Repor9ng  &  Metrics   •   Recruitment  freeze  impact  on  3-­‐5  year   talent  pools   •   HR  performance  impact  on  organiza9onal   What     performance   happened?   •   …   Degree  of  HR  Intelligence   POWERFUL WORKFORCE ANALYTICS
  9. 9. Maak  P&O  me9ngen  strategisch!   BUSINESS   DRIVER   BUSINESS   PARTNER   Toegevoegde  Waarde  van  P&O   BUSINESS   P&O  management   ENABLER   SERVICE   samen  met     Begeleiding     Lijnmanagement   PROVIDER   Lijnmanagement   (integra9e)   Ondersteuning   (2-­‐rich9ng)   Lijnmanagement   Administra9eve     (1-­‐rich9ng)   Dienstverlening   (1-­‐rich9ng)   Graad  van  strategische     P&O  me9ngen     Heden   Tijdsperspec9ef   Toekomst   POWERFUL WORKFORCE ANALYTICS
  10. 10. What  could  we  measure  in  HR?   POWERFUL WORKFORCE ANALYTICS
  11. 11. Maak  P&O  me9ngen  strategisch!   (gevalstudie  van  klant)   Strategic  &  Key  Roles   Core  Roles   Non  Core  Roles   Headcount   Targeted  Replacement  Rate   Targeted  ReducKon  (%  of   Minimize  vacancy  to  forecast   Planning   (Manage  A/riKon  Rate)   Workforce  Target)   RecruiKng   Pipeline   Time  to  hire  vs.  SLA   Cost  per  hire   Build  rate  –  moderate  target   Development   Build  rate  –  high  target   Zero  build  rate   with  upper  and  lower  rate   Pay  over  market  rates   Pay  at  or  even  below  of  market   RemuneraKon   Pay  below  market  benchmark   Pay  equity  across  tenure  bands   benchmark   Spend  control   ProducKvity   N/A   Spend  savings   Spans  vs.  layers   Outsourcing  /   Skill  gaps  closed  through  third   N/A   Savings  through  third  party   3rd  Party  Usage   party   POWERFUL WORKFORCE ANALYTICS
  12. 12. Bedankt  !   POWERFUL WORKFORCE ANALYTICS
  13. 13. Contact:   luk.smeyers@inosKx.com   jeroen.delmo/e@inosKx.com   frans.beerling@inosKx.nl   www.inosKx.com   LinkedIn  with  us:   www.linkedin.com/in/luksmeyers   www.linkedin.com/in/jeroendelmo/e   www.linkedin.com/in/fransbeerling   POWERFUL WORKFORCE ANALYTICS
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