People are thereal numbers   HR analytics has come of age
Contents              Long on info, short on insight	                                                                     ...
Long on info,short on insightMost HR teams understand the potential                  about what’s going to happen tomorrow...
And now is the perfect time for HR to                    general buzz around big data and data                           u...
The status quo        is the problem                                                                                      ...
HR analytics:the current issues                            For at least the past two decades, HR                          ...
The current stateof HR analyticsFuelled by the relentless flow of numbers               bottom-line profitability, HR anal...
Adds Robert: “Many                                                   enough focus on understandingorganizations now posses...
HR lacks the right skills                               According to the EIU study:In many cases, HR lacks the skills     ...
Where we                want to get to                                                                                    ...
Getting it right                                                                                     Next come internal da...
“Fortunately, says Robert, “new technology                                         ”                                      ...
•	 build a people program that’s fullyDifferent organization,                                                           in...
KPMG’s StrategicWorkforce Framework                                                                                 Connec...
Coming back to Treacy and Wiersema’s                    “Coming to the discipline of customerclassic three Value Disciplin...
HR data and value creation:a great pairing                           The essence of analytics is about predicting behavior...
Case study16 | KPMG HR Transformation      16 | KPMG HR Transformation People are the real numbers                        ...
Measuring what mattersWhen a major multinational energy company set its sights ondeveloping a powerful analytical framewor...
Contact us                           Robert Bolton,                           KPMG in the UK                           T: ...
People are the Real Numbers - HR Analytics has come of Age
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People are the Real Numbers - HR Analytics has come of Age

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Most HR teams understand the potential value of HR analytics yet they continue to offer only generic and basic operational and
transactional measurements – metrics that provide little in the way of predictive data or actual insights that could have a positive
impact on the success of the organization.

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People are the Real Numbers - HR Analytics has come of Age

  1. 1. People are thereal numbers HR analytics has come of age
  2. 2. Contents Long on info, short on insight 2 The status quo is the problem 4 Where we want to get to 9 Case study: Measuring what matters 16 HR analytics has come of age KPMG HR Transformation | 1© 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMGInternational. KPMG International provides no client services. All rights reserved.
  3. 3. Long on info,short on insightMost HR teams understand the potential about what’s going to happen tomorrow, “I believe that well thought-value of HR analytics yet they continue to next year or next decade – and why that willoffer only generic and basic operational and be important to the business. out predictive HR analyticstransactional measurements – metrics that could become as importantprovide little in the way of predictive data Yet if HR is to harbor any hope of provingor actual insights that could have a positive its business value to the organization, to the CEO as the balanceimpact on the success of the organization. let alone taking up residence among sheet and P&L statement, ” the leadership team, senior HR managersThis was confirmed in an Economist need to approach analytics in a much more says Robert Bolton, aIntelligence Unit survey of 418 global strategic way. KPMG Advisory partnerexecutives commissioned by KPMG Applied properly, HR analytics can show and HR TransformationInternational in which 85 percent ofrespondents said their HR team doesn’t connections, correlations and even causality expert in the UK.excel at providing insightful and predictive between HR metrics and other business measures – all of which can be used toanalytics. “HR analytics are actually inform HR strategy and actions. HR’s best-kept secret, says ”Rear view mirror In other words, by creating a clear ‘line Robert. “ After all, if CEOs of sight’ between HR activity and yourEssentially, HR’s current approach to organization’s bottom-line profitability, HR were aware of what thisanalytics remains anchored in the presentand in the past: staff turnover, employee analytics can provide a tangible link between data can show them – if your people strategy and your organization’sengagement, diversity statistics and performance. they could cut through itspromotion rates. It’s concerned with what’s complexity to access andgone before, with the existing workforceand with its organization’s immediate exploit it in the way theypriorities, rather than providing executive- want to – they would belevel leadership with tangible intelligence extremely interested in HR analytics as a whole. ”Source – Economist Intelligence Unit Study, commissioned by KPMG International: RethinkingHuman Resources in a Changing World, 2012.2 | KPMG HR Transformation People are the real numbers© 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMGInternational. KPMG International provides no client services. All rights reserved.
  4. 4. And now is the perfect time for HR to general buzz around big data and data up its analytics game. The widespread analytics across the business world. Thirdly, adoption of HR management systems and and potentially most interesting, is the the advent of cloud storage are making availability of social data. ” it easy for organizations to maintain all of their HR data in one place and to share and The new breed of social HR systems is integrate it with other critical management introducing social connections not only to information. Likewise, the software recruitment and learning and development, needed to carry out complex statistical but also to performance management analysis is now more affordable and readily and reward and recognition. This blurring available. Employers seem ready to take of the lines between HR and knowledge advantage of these developments – the management offers exciting analytic aforementioned Economist Intelligence possibilities that are genuinely new and Unit research found that 31 percent ground breaking. of organizations plan to invest in data HR can seize on this opportunity to move its analytics during the next three years. measurement up a level and transform itself Why the current focus on analytics? from a fundamentally administrative and According to Tim Payne, a KPMG talent back office function into a strategic partner management leader in the UK, “We capable of showing company leadership believe three trends are creating this how well the organization’s people momentum. The first is that HR systems programs are aligned with the business are increasingly integrated and allow easier strategy and how much value they’re adding access to both sides of the regression to the company’s results. equation -- input measures on people’s This report offers a road map for turning this characteristics and output measures aspiration into reality. such as sales data. The second is the HR analytics has come of age KPMG HR Transformation | 3© 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMGInternational. KPMG International provides no client services. All rights reserved.
  5. 5. The status quo is the problem Defining HR analytics Human capital measurement. Big data. Talent analytics. Strategic workforce analytics. HR analytics. These terms all refer to the synthesis of qualitative and quantitative data and information to bring predictive insight and decision making support to the management of people in organizations. To put it another way, HR analytics can be seen as the application of statistical techniques (for example, factor analysis, regression and correlation) and the synthesis of multiple sources to create meaningful insights – for example, employee retention in office X is driven by factors Y and Z.4 | KPMG HR Transformation People are the real numbers People are the real numbers© 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMGInternational. KPMG International provides no client services. All rights reserved.
  6. 6. HR analytics:the current issues For at least the past two decades, HR professionals have been working hard “How can an HR team that to earn a place at the leadership table by helping to transform the organization’s supports a business whose people into strategic players who unique selling proposition consistently deliver and prove their value to the business. is based around innovation to drive ‘product leadership’ For the most part though, they have been unsuccessful. be so similar to a team supporting a business This is largely because HR has been attempting to apply generic best practice based around ‘operational models to businesses that really require excellence’?” asks Robert. tailored approaches that are relevant to their business strategies, priorities and operating “ HR function in a market- An models. leading global technology For example, an organization that has adopted the Value Disciplines Model company must find a very developed by Michael Treacy and Fred different role in relation to the Wiersema, will have chosen to excel in value chain than its equivalent, ‘operational excellence’, ‘product leadership’ or ‘customer intimacy’ – or a unique a global hotel chain, for configuration of the three. example. Both functions Explains Robert: “When it comes to should be uniquely configured the Value Disciplines Model, very few in order to drive value based businesses will have prioritized the same values to the same degree. ” on what’s most important to their business. ” “And yet in spite of this, if you look at a random selection of HR teams right now, you’ll see more similarities than differences. In short, HR is far too generic and This flawed use of generic HR models is never truer than undifferentiated in pursuit of competitive when it comes to how HR uses data – a practice known as advantage. It needs to ‘place its bets’ more. human capital measurement or, more commonly nowadays, I simply don’t see how that can be right. ” HR analytics (as defined on the opposite page).Source: The Discipline of Market Leaders, Treacy & Wiersema, Basic Books 1997. HR analytics has come of age KPMG HR Transformation | 5© 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMGInternational. KPMG International provides no client services. All rights reserved.
  7. 7. The current stateof HR analyticsFuelled by the relentless flow of numbers bottom-line profitability, HR analyticsthat emerges from any typical enterprise can provide that link between peopleresource planning (ERP) program, most management and business results.employers maintain at least some basic So what, specifically, is stopping HR fromHR metrics – whether it’s workforce unlocking the full potential of analytics?demographics, staff turnover rates, absencelevels, training spend or cost-per-hire. The data is too fragmentedWhile these operational and transactionalmeasures may be useful, they do little more or dispersedthan provide a ‘rear view mirror’ or historical For many organizations, the fundamentalperspective of HR’s activities. problems are those of data quality andOther organizations do take things one step access.further – carrying out a basic analysis of Says Robert: “There is a tremendousthese figures. They may compare figures amount of employee-related data available.from previous years to assess progress But it’s not always consistent. And it may beor decline, for example – or use data to in several different places – making it verybenchmark their business’ performance hard to get at or to use in any meaningfulagainst that of other organizations in the way.same industry or region. “For example, a lot of organizations keepBut HR analytics can, should – and must – individual training records in one learninggo far beyond even this second level. management system, recruiting data“Applied properly, HR analytics can show in applicant tracking systems, absenceconnections, correlations and even causality data in a labor system and performancebetween HR metrics and other business management information in manager’smeasures – all of which can be used to drive desk files, he says. ”HR strategy and actions, says Robert. ” HR is asking the wrong Other data-related problems are caused by: questions“For example, while it’s helpful to track • Complex data architecture models – aabsences by location or versus prior years, legacy of multiple reorganizations, Even among organizations that store all ofif HR could also show that improvements mergers and acquisitions their HR data in an accurate and consistentin absenteeism positively correlated with format on a single system, few tend to carrymanufacturing cost efficiency, line leaders • Overly complex entry codes for different out more than routine analyses of theirwould be more likely to see the value of HR actions – such as numerous information.HR, he says. ” termination or hiring reasons “This is because on its own, the data that“And if HR was able to show that focusing • Pulling data from separate systems with most organizations collect holds little value, ”on attendance and wellness programs inconsistent definitions (such as HR, explains Robert.caused a positive business impact, HR payroll, training and talent systems)may well find itself helping to shape its “Measures of absenteeism and stafforganization’s strategy, adds Tim. ” • A lack of rigor, promptness or controls for turnover don’t tell you very much,’ he says. completeness “For example, absenteeism doesn’t tellIn other words, by creating a clear ‘line you whether business performance hasof sight’ between HR interventions and • Inconsistencies from employee self- declined, or whether it’s good or poor service (or lack of self-service). performers who are absent. ”6 | KPMG HR Transformation People are the real numbers© 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMGInternational. KPMG International provides no client services. All rights reserved.
  8. 8. Adds Robert: “Many enough focus on understandingorganizations now possess a wide the link to business outcomes.range of relevant quantitative To be effective in analytics, HRand qualitative information within professionals must first formand beyond the HR arena. But some hypotheses that are worththis isn’t being connected or exploring. Without a hypothesis,effectively mined or analyzed all you have is data and not theto create deeper business predictive insights that help youinsight. Essentially, analysts in shape strategy. ”HR are bogged down with basicworkforce metrics – and not HR analytics has come of age HR analytics has come of age KPMG HR Transformation | 7© 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMGInternational. KPMG International provides no client services. All rights reserved.
  9. 9. HR lacks the right skills According to the EIU study:In many cases, HR lacks the skills 56required to carry out the sort of complexstatistical analysis required to properly %unlock the power of HR analytics. Inaddition, organizations need to provide the HR functions report anresources, time and training to create this increase in using datanew breed of HR analytics specialists. analytics compared to three years ago 31%“Historically, statistics has not been arequirement of most HR roles, says Tim. ”Time for change? plan to implement new technology to support thisWith all this in mind, it is arguably littlewonder that HR’s approach to designing,developing, implementing and sustainingpeople strategies remains anchored in 23 %the present, concerned with the existingworkforce and the immediate businesspriorities – rather than able to provide seniorleadership with insight into what’s going to reported that adopting new technologies, suchhappen tomorrow and next year. as data analytics, would be their main focus in theAnd it’s perhaps also unsurprising next three yearsthat, according to KPMG International-commissioned Economist Intelligence Unit(EIU) research, 85 percent of respondentssaid their HR team doesn’t excel atproviding insightful and predictive analytics. What’s theThis is a true call to action – given thatHR analytics appear to be attracting an best wayincreasing amount of attention.There’s never been a better time to plan and forward?implement a more advanced yet practicalapproach to collecting, analyzing andcommunicating the business insights thatcan be gleaned from the right HR data.Source: Economist Intelligence Unit Study, commissioned by KPMG International: Rethinking HumanResources in a Changing World, 2012.8 | KPMG HR Transformation People are the real numbers© 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMGInternational. KPMG International provides no client services. All rights reserved.
  10. 10. Where we want to get to HR analytics has come of age KPMG HR Transformation | 9© 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMGInternational. KPMG International provides no client services. All rights reserved.
  11. 11. Getting it right Next come internal data showing the Broadening out your connection with HR activity and business information gathering priorities – so, business performance by geography, market and sector; actual and There are no quick fixes for these issues but planned growth and a 360-degree view of taking a broader approach to gathering HR colleagues and HR. information is the best place to start. Finally, external data provides context and opportunity. This data could include: HR needs to move beyond • Economic indicators, employment the present and the purely availability informational into the predictive • Competitors’ performance and insightful. This is the essence of a genuine paradigm shift in the • Key industry measures of business and HR way HR functions create value and • Social media listening about a company how they are beginning to view and its competitors. their role in collecting, connecting “So, for example, explains Robert, “your ” and sharing data that will influence organization’s HR team may need to decisions about the future move beyond paying attention to only the direction of the business. number of hires this year compared with last year and the data from the annual staff engagement survey – and add to this the data from continuous performance reviews Says Robert: “This means gathering data or from what employees past, present and from a much broader range of sources. future are saying about their organization Only then will HR have the 360 degree view on social media platforms. ” it needs to shape the right people agenda and measure progress against it. ” Integrating your data The basic foundation of any HR database, internal colleague data such as master Solving the problem of fragmented and data, talent, performance and succession dispersed data, meanwhile, calls for a depth – combined with exit interviews, offer potentially expensive and time-consuming rejection reasons, employee engagement process. It could take months to clean up results, employee surveys and expatriate the HR data held by a large, multinational success – provides a good starting point. organization – so senior managers would need to be convinced of the value of the exercise before giving the go ahead to proceed.10 | KPMG HR Transformation People are the real numbers© 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMGInternational. KPMG International provides no client services. All rights reserved.
  12. 12. “Fortunately, says Robert, “new technology ” “In other words, analytics should be less – particularly the introduction of cloud-based about raw data and more about what HR management systems such as Workday, insights occur when you combine a range in addition to established ERP solutions of measurements and use analysis to test like SAP and Oracle – is making it easier questions or hypotheses that are relevant to for organizations to maintain all of their HR your business.” data in a single, standard format. For many employers, this will mean an end to the For example: problem of inconsistent, dispersed data. ” • Where does increased diversity and inclusion deliver better business results? Build a statistical skill set • Which employee compensation and in HR benefits programs drive higher retention rates? Once they’ve broadened out their data sources and integrated them into one • At what levels do internal mobility-driven system, HR leaders will need to hire a new career opportunities lead to higher kind of HR specialist to make the most of it. engagement levels? Says Robert: “Historically, statistics and • Which employees have the highest data analysis hasn’t been a requirement contribution to your organization’s of most HR roles. However, if HR is going profitability? to get this right, it will need to begin hiring people and building teams with quantitative • Which roles are the most critical to the analysis skills. ” company’s success – and are you sure you have the best people in these roles? Are you providing them with the right Right questions, right rewards and development? insights • How does HR contribute to the overall With the right information, the right system success of your organization? and the right people in place, HR then needs to start asking the right questions. • Are your people fully engaged? Does engagement actually deliver higher Explains Tim: “HR professionals shouldn’t profits? just start with charting a lot of data and hoping it will give them some answers. They should instead be starting with a question: What is it that we want to know? HR analytics has come of age KPMG HR Transformation | 11© 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMGInternational. KPMG International provides no client services. All rights reserved.
  13. 13. • build a people program that’s fullyDifferent organization, integrated with the strategy and that’sdifferent questions capable of fully supporting it.Yet the questions that are right for your But most importantly, in relation to HRorganization may be irrelevant for another. analytics, the framework also helps practitioners decide what they needAs suggested earlier in this report, the to know in order to track the progressshape of your HR team, your people of their people programs.program – and the analytics that underpinit – must all be driven by your unique Explains Robert: “The framework helpscompetitive landscape, customers and managers create a relatively simple HRproducts. No two suites of HR analytics analytics dashboard that uses fewer butquestions should be alike. Taking a generic much more relevant metrics presentedand best practice approach simply limits in a more meaningful manner. ”your ability to help your organizationgenerate competitive advantage. Using the frameworkSo how can you be sure you’re asking the to devise the rightright questions and collecting the right kindof workforce data for your organization? dashboard for you The framework comprises five mainKPMG’s Strategic categories for review and consideration:Workforce Framework • CostThe KPMG Strategic Workforce Framework • Capacityprovides a platform on which key peopleissues can be identified and the overall • Capabilitypeople agenda can be developed. • ComplianceIt helps HR practitioners: • Connections.• step back take a look at what’s important to their organization• better understand their organization’s strategy and the ways in which people help to create value12 | KPMG HR Transformation People are the real numbers© 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMGInternational. KPMG International provides no client services. All rights reserved.
  14. 14. KPMG’s StrategicWorkforce Framework Connections Capability KPMG’s Strategic Compliance Workforce Framework Capacity Cost HR analytics has come of age KPMG HR Transformation | 13© 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMGInternational. KPMG International provides no client services. All rights reserved.
  15. 15. Coming back to Treacy and Wiersema’s “Coming to the discipline of customerclassic three Value Disciplines Model of intimacy, using the framework’s ‘capability’operational excellence, product leadership heading would lead you to test whether oror customer intimacy (see page 5), not your employees have the knowledge,the framework generates a series of skills and behavior they need to solvehypotheses that will highlight what HR customers’ problems. So, the questionsdata is needed and what kind of statistical here might look at whether or not youranalysis should be applied – depending on employees are bothering to understandwhich of Treacy and Wiersema’s disciplines your customer needs or perhaps whetheris the primary competitive focus for your or not they’re upselling as much asbusiness. possible.”Explains Robert: “If, for example, “And looking at ‘connections’ in the contextoperational excellence is your primary of customer intimacy discipline might leadfocus, the framework’s ‘cost’ category will you to include within your HR data andpoint you toward questions – or lead you to any subsequent dashboard, a socialtest a hypothesis – about how much of your media analysis of customer feedback,compensation budget goes to people who for example.”directly serve the customer or who are infront line operations, as opposed to middle “The examples are almost infinite, says ”and back office.” Robert. “What questions or hypotheses matter most to you simply comes back to“Still with the discipline of operational the unique nature and characteristics ofexcellence, the framework’s ‘capability’ your organization. ”aspect might lead you to collect and analyzedata that helps determine whether or not Workforce analytics -- oldyou have enough people skilled in leanprocess review, he says. ” wine in new bottles? Tim concludes, “We believe it is imperative for HR functions to embrace the power of workforce analytics and recognize that taking full advantage of these tools will require both a change in mind-set as well as skills. They may not be new, but the opportunity to decant some of this old wine into new bottles and let it breathe could be a heady prospect. ”14 | KPMG HR Transformation People are the real numbers© 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMGInternational. KPMG International provides no client services. All rights reserved.
  16. 16. HR data and value creation:a great pairing The essence of analytics is about predicting behavior, and here are three examples of how workforce analytics can reflect a genuine paradigm shift in the way HR creates value and how its role is viewed: 1 Comparing the personality traits or ratings against behavioral competencies of sales people with their actual sales achievements (and identifying those most likely to sell the most) can provide critical information to a business – both in terms of hiring decisions and as a route towards understanding skill development needs within the sales team. Comparing sales people’s characteristics with their sales performance is not new. It’s the very definition of a predictive validity study – something industrial psychologists have been carrying out for years. 2 Modelling the relationship between staff engagement (or components of it) to business outcomes, ranging from staff turnover, absenteeism or productivity, through to financial performance or customer satisfaction (most often in the context of retail outlets) enables a business to target HR interventions that are likely to provide improvements that flow through directly to the customer. There are many examples of research studies that show a direct relationship between increases in employee satisfaction, customer satisfaction and profitability. It’s sometimes referred to as evidence-based HR, and this idea also is not new. 3 It has been more than a decade since studies were first undertaken to understand what employees value and how that affects staff turnover. Identifying clusters or ‘types’ of employees who may share similar career motivations and life circumstances can help an organization offer a range of tailored contract terms and benefits that these employee clusters will find attractive will help to retain and attract top talent. Old wine… in new bottles. The essential ideas may not be new to HR but the rapid acceleration in our ability to collect, integrate and interpret large amounts of data and predict its business impact are important new developments. HR analytics has come of age KPMG HR Transformation | 15© 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMGInternational. KPMG International provides no client services. All rights reserved.
  17. 17. Case study16 | KPMG HR Transformation 16 | KPMG HR Transformation People are the real numbers People are the real numbers © 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. All rights reserved.
  18. 18. Measuring what mattersWhen a major multinational energy company set its sights ondeveloping a powerful analytical framework to help it make theright HR-related decisions on a sustainable basis, it called in a teamof KPMG People and Change consultants to help it understand whatdata it ought to collect – along with the best way to track, analyze andpresent it to the company’s senior decision makers.The result? A strategic people measurement system directly alignedto the company’s business strategy.Using KPMG’s Strategic Workforce around the globe – and whether they wereFramework (see page 13), a team of KPMG achieving the skills and diversity profile ofPeople and Change consultants began key energy assets relative to the age of theby interviewing managers across the operation (growth, maturity and run-down).company’s business units. The goal was todefine the kind of decisions they needed Explains Robert: “Essentially, we turnedto make immediately and over the next five the client’s approach to HR analytics aroundyears to manage the company’s existing by putting users and decision makers suchand potential supply of talent – and to clearly as the business unit executive at the startidentify the kind of HR information they’d rather than the end of the company’s dataneed to support these decisions. gathering processes. We did this by finding out from them what the client’s peopleFor example, an executive in charge of program needed to look like to bring hisa regional extraction operation in the part of the company’s strategy to life – andAmericas needed to know – on an ongoing also what information he’d need to look at inbasis – how well that business unit’s order to know whether or not the programemployee-related costs compared with was working. ”other business units across the group. “ a broader level, we helped the company AtThe team worked with the executive, using find ways to present their HR data morethe KPMG Strategic Workforce Framework simply and clearly and in a way that linked itto help him ask the right questions. This to their business issues and what they wereallowed him to access the right HR data trying to do at a group-wide level. ”in the right way – and, in turn, enabled HRto help him spot trends and relationships “This gave decision makers insight ratherwithin the data. From here, the manager than simply information, thereby providingand HR were able to regularly work together them with the perspective they neededto identify potential issues concerning the to better and more easily appreciate thesupply of capable people; how profit-per- choices before them.”employee compared with similar assets HR analytics has come of age KPMG HR Transformation | 17© 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMGInternational. KPMG International provides no client services. All rights reserved.
  19. 19. Contact us Robert Bolton, KPMG in the UK T: +44 20 73118347 E: robert.bolton@kpmg.co.uk Tim Payne, KPMG in the UK T: +44 20 73118002 E: tim.j.payne@kpmg.co.ukkpmg.comThese articles represent the views of the authors only, and does not necessarily represent the views or professional advice of KPMGmember firms.The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual orentity. Although we endeavor to provide accurate and timely information, there can be no guarantee that such information is accurate asof the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriateprofessional advice after a thorough examination of the particular situation.© 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independentfirms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority toobligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any suchauthority to obligate or bind any member firm. All rights reserved.The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International.Designed by THOUGHT by designPublication name: People are the real numbersPublication number: 121406Publication date: February 2013

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