Workforce Intelligence London Handout Jason Averbook


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Workforce Intelligence London Handout Jason Averbook

  1. 1. Strategy  First,  Technology  Second  March  20,  2013  London  ©  2013  Appirio,  Inc.  -­‐  Confiden6al  
  2. 2. Who  Am  I?   Jason  Averbook   Chief  Business  Innova6on  Officer     @jasonaverbook     hFp://  
  3. 3. Tradi?onal  Approach:  Strategy  and  Technology  have   been  Siloed   Strategy   Technology  Operational StrategyFunc?onal   Processes   Selec?on   Deployment   People   Op?miza?on  “Focus  on  the  strategy  first,  the  technology  is   “As  long  as  the  system  can  automate  our   just  an  enabler.”   processes,  what’s  the  difference?”   “This  will  make  us  more  efficient.”   “We  will  roll  this  out  to  the  enterprise.”  “We  can  train  our  people  to  use  the  system.”   “We  get  a  maintenance  contract,  right?”   High  cost  &  risk         THE  RESULTS   Low  adop?on  &  sa?sfac?on   Poor  measurable  business  results  
  4. 4. KI  +  Appirio:    A  New  Type  of  Partner   +  Transforma?onal   Innova?ve  Cloud HCM  Strategies    Solu?ons The  Best  HCM  Strategists   The  Best  Cloud  Innovators   •  350  global  customers   •  350  enterprise  customers,  2M  users  moved  to  the   cloud   •  Consultants  with  an  average  of  15  years   HR  and  talent  management  experience   •  500  cloud  experts,  50,000  strong  crowdsourcing     community   •  Ground  breaking  thought  leaders  focused   solely  on  HCM     •  World  Economic  Forum  2013  Technology  Pioneer       Alignment  of  organiza?on,  people,  and  technology  to   deliver  unprecedented  execu?on  and  agility.  
  5. 5. KI  +  Appirio:  Strategy  and  Technology  Alignment  Results  in  BETTER  OUTCOMES   Opera?onalize  Strategy   Define  Strategy   HR  strategy  informed  by   Rapid  6me-­‐to-­‐value  through   business  and  technology   agile  process  change   trends   Adapt  Strategy  Over  Time   Strategy  to  execu6on  at  the   speed  of  business  
  6. 6. The  Perfect  Storm  
  7. 7. What  is  driving  this  need  to     transform  the  way  people  work?   1.   2.   3.   ShiY  to     the  Cloud   Rethinking  Talent   Management   Workforce     2020  Consumer  Grade   Importance  of   Mobile   Expecta?ons   Individual  &  Team   Social  
  8. 8. Talent  Management  Re6rement  rate  increasing  Gradua6on  rate  decreasing   Pla^orm  Shi[   Talent   from  ERP  to   Management  Con6nued  shi[  from  manufacturing  economy  to   Cloud   knowledge  economy  Talent  now  considered  organiza6ons’  compe66ve  edge   Workforce  2020  All  organiza?ons  will  go  through  a  major  skills  shortage  in  high  value  posi?ons  in  the  next  5-­‐7  years  
  9. 9. What’s  Stopping  Organiza?ons  from  Managing  Talent  Effec?vely?   Good  News:  There’s  Buy-­‐In…     •  Only  1  in  8  cited  ‘our  leaders  don’t  buy  into   talent  management’  as  a  show-­‐stopper  or   significant  challenge.     •  Only  1  in  4  cited  ‘not  having  the  money  to   invest’  as  a  show  stopper  or  significant   challenge.   Bad  News:  Some  Aren’t  Quick  Fixes…   •  More  than  4  in  5  indicated  ‘managers  do  not   know  how  to  manage  people’  as  being  at  least   a  somewhat  significant  challenge.     •  Nearly  4  in  5  pointed  to  ‘inefficient  or   an6quated  processes’  being  at  least  a   somewhat  significant  challenge.  
  10. 10. Talent  Profiles  –  Talent  Profiles  have  become  more     common  in  commercial  areas  – business,  sports,  news  profiles    –  Provides  an  easy  visual  and   framework  for  discussing  and   comparing  talent    –  LinkedIn  and  other  social   networking  tools  have  employees   more  accustomed  to  building  out   their  own  pages  and  informa6on  
  11. 11. Workforce  2020  More  social  More  collabora6ve   Pla^orm  Shi[   from  ERP  to   Talent   Management   Cloud  More  connected  /  devices  More  24/7   Workforce  2020  Major  shi[  from  full-­‐6me  to  heavy   con6ngent  workforce  The  Workforce  of  2020  will  be  driven  by  heavy    collabora?on,  matrix  structures  and  virtual  work  
  12. 12. Genera?ons  Working  Together  
  13. 13. Genera?on  Z  
  14. 14. Mobile  /  Collabora?on  
  15. 15. Pla^orm  Shi[  from  ERP  to  Cloud  -  Most  HR  So[ware  wriFen  before     Internet  was  born   Pla^orm  Shi[   from  ERP  to   Cloud   Talent   Management  -  Designed  for  HR  department  –  not  workforce  -  Most  systems  implemented  as     Workforce  2020   payroll  solu6on,  not  human  capital   management  solu6on  -  organiza?ons  will  need  tith  pgrade/   add  All  Tremendous  cost  w o  u liFle  value  re-­‐implement/replace  in  the  next  1-­‐4  years  
  16. 16. Not  Time  The  Same  Old  Thinking  
  17. 17. Usability  Drives  New  Era  Of  Business  
  18. 18. Applifica?on  of  HR  
  19. 19. So…What  Has  Changed  To  Create  This  Storm?  
  20. 20. The  Workforce  More  Mobile    More  Collabora6ve    More  Social    More  24/7    More  In  Need  Of  Leadership  /  Direc6on    
  21. 21. Your  Technographic?  
  22. 22. The  Business  Demands  and  Expecta6ons  on  HR    Ownership  of  Talent  Ini6a6ve    Less  Dependency  on  HR    Ultra  Compe66ve  Landscape    All  Global  
  23. 23. The  HR  Func?on  Business  Driven    Need  To  Rethink  Talent  –  “What  We  Want  To  Be  Great  At”    Focus  on  Compe66ve  Advantage  Capabili6es    Desire  to  be  Quan6ta6ve    New  Leaders    
  24. 24. The  Expecta?ons  Consumer  Driven    Always  On    Easy    In  Context  Of  Work    No  Limita6ons  
  25. 25. The  Technology  Shi[  from  HR  Focused  to  Workforce  Focused    Subscrip6on  vs.  Buy    HR  Specialized  vs.  Enterprise  Constrained    Configura6on  vs.  Customiza6on    Part  of  Overall  HR  Strategy,  Not  Separate  Piece    
  26. 26. The  Keys  To  Success  
  27. 27. Talent  Management:  Alignment  Drives  “Success”   Corporate Goals, Strategies & Culture HR & Talent Goals HR & Talent Process, People & Technology Strategy & Plan
  28. 28. What  Usually  Happens  Great  Demo   Implementa6on   Go-­‐Live  Huge  Expecta6ons   Expecta6ons  Lower     What  Happened?   Now  What?  
  29. 29. Why?   Great  Demo   Implementa6on   Go-­‐Live   Huge  Expecta6ons   Expecta6ons  Lower     What  Happened?   1.  Lack  of  planning  (people,  process,  technology)   2.  PuKng  too  much  weight  on  the  soLware  and  vendor   3.  Focusing  on  the  configuraOon  first   4.  Making  Phase  1  tacOcal  and  not  value  add   5.  Not  considering  workforce  experience  29  
  30. 30. Process  
  31. 31. Process  Calibra?on  
  32. 32. In  Summary  1.  Perfect  Storm  2.  World  Is  Changing  Rapidly  3.  We  Cannot  Waste  Another  Opportunity  To  “Reimagine”  
  33. 33. Workforce  Intelligence  
  34. 34. Workshop  Objec?ves  –  Provide  an  overview  and  defini6on  of  Talent  Intelligence  –  People,  Process   &  Technology.      –  Review  different  stages  of  Talent  Intelligence  Maturity  and  discuss  where   Company  X  currently  stands.      –  Establish  a  strategic  approach  to  iden6fying  and  delivering  metrics  &   analy6cs  to  the  business.  –  Review  systems  &  data  roadmap  example  of  workforce  analy6cs.  –  Review  sample  project  plan  &  roadmap  for  implementa6on  of  workforce   analy6cs.  
  35. 35. Workforce  Analy6cs  KEY  CONCEPTS    
  36. 36. What  is  Talent  Intelligence?  Managing  workforce  and  other  business  informaOon  to  drive  smart  talent  decisions  in  support  of  short-­‐  and  long-­‐term  organizaOonal  goals.     40%   People   - Organization   - Competencies           40% Technology 20%   Process - Systems & Tools   - Client Service -Interfaces   - Data Mgmt      Source:  Talent  Intelligence  –  BeZer  Management  through  Measurement,  Knowledge  Infusion,  2009  
  37. 37. Founda?on:  Workforce  Technology  Footprint   HR Portal Security, Data, Integration, Workflow Single User Experience Designed for Role & Relevance Knowledge & Collaboration Analytics & Transactions Knowledgebase, Communications, Case Management, ESS, MSS, Data & Infrastructure Collaboration Dashboards Workforce Intelligence Reporting, Metrics, Analytics, KPIs Workforce, Operational, Talent Mgmt, Biz Intelligence Talent Management Workforce Planning, Competency Mgmt, Talent Acquisition, Learning Mgmt, Performance Mgmt, Compensation, Succession & Career Planning Workforce Management Core HR Foundation Time & Attendance, Absence & Leave People Structure, Job Structure, Mgmt, Benefits, Payroll Organization Structure HR  Service  Delivery   Strategic  HR   Core  Founda?on     Infrastructure  
  38. 38. Workforce  Intelligence  is  About  Answering  Ques?ons  Ques?ons  Asked  by  the  Business*     Ques?ons  Asked  by  HR*  –  Are  our  managers  capable  of  managing  talent?   –  Are  we  aFrac6ng  the  right  talent  to  the  organiza6on?  –  Who’s  on  the  bench?    Who  is  our  top  talent?   –  Do  we  have  the  right  people  in  the  right  roles?    Do  we  –  Are  we  developing  future  leaders?     have  enough  of  them?  –  Do  we  have  the  talent  in  place  to  execute  on  our  business   plans?     –  What  is  the  growth  and  movement  of  our  talent?    –  Do  employees  feel  supported  by  the  culture?    How  can  we   –  Are  higher  paid  employees  beFer  performers  ?   do  a  beFer  job  of  suppor6ng  them?  –  Why  do  good  employees  leave?    Who’s  poaching  from  us?   –  Is  HR  suppor6ng  the  talent  management  needs  of  our   employees  and  managers?    What  can  we  do  to  beFer     support  them?     –  What  is  the  ROI  on  our  training  investments?    *  Ques&ons  asked  by  these  2  cons&tuencies  are  not  mutually  exclusive.  
  39. 39. What  Types  of  Talent  Intelligence  Exist?   §  Metrics   §  Reports   §  Analy6cs   §  Scorecards   §  Predic6ve  Modeling   §  Dashboards  
  40. 40. What  is  a  Measure?    A  Metric?    Analy?c?    KPI?  Measure:  Single  data  point  indica6ng  the  6ming    or  order  of  magnitude  of  a  transac6on  or  process.    –  Example:  Date  of  hire  Metric:  Meaningful  informa6on,  derived  from  data,  that  answers  a  basic  ques6on  about  a  process(s)  or  event(s);  some  metrics  may  be  key  performance  indicators  (KPIs).    –  Example:  Number  of  new  hires  in  2012  Analy?c:  Ac6onable  informa6on  that  enables  business  leaders  to  arrive  at  a  realis6c  and/  or  op6mal  decision  based  on  rela6onships  among  metrics  and/or  measures.    –  Example:  Total  cost  of  regreZable  turnover  among  the  class  of  2012  
  41. 41. Report?    Scorecard?    Dashboard?  Report:  specific  set  of  sta6c  data;  statement  describing  what  has  happened  or  the  state  of  the  organiza6on  at  a  point  in  6me   •  Data  may  not  be  immediately  ac6onable;  o[en  informa6ve   •  Limited  to  1-­‐3  measures  /  metrics,  o[en  segmented    –  Example:  Q3  Sales  Turnover  Report  tells  you  only  what  turnover  is  for  that  Ome  period,  not  whether  the    numbers  are   good,  bad,  require  acOon,  etc.  Scorecard:  management  tool  to  measure  performance     •  Typically  uses  metrics  from  different  func6ons  to  evaluate  organiza6on  or  work  processes   •  Requires  an  objec6ve  standard  against  which  scores  can  be  measured   •  Limited  to  3  –  7  measures  /  metrics  –  Example:    If  the  scorecard  goal  is  10  and  you  have  "scored"  15,  you  know  you  are  "winning"  -­‐  at  least  in  regard  to  that   metric.  Dashboard:  source  of  business  intelligence   •  Enables  the  organiza6on  to  monitor  trends  and  risks   •  May  include  "thresholds"  for  acceptable  results   •  Should  be  limited  to  8-­‐12  measurements.  –  Example:    Dashboards  have  measures  that,  taken  in  context,  tell  a  story  but  on  their  own  are  not  immediately   acOonable.  
  42. 42. Other  Key  Terms   Workforce  Analy6cs   –  What  happened?   –  What  is  happening?   –  What  are  the  best  ways  to  improve   performance?  Workforce  Planning   –  What  is  our  an6cipated  demand  for  labor  in     different  markets?   –  Number  of  resources?  Skills  and  abili6es   needed?   –  What  is  our  strategy  to  fill  the  gap?   –  What  will  likely  happen  if  we  invest  in  “x”?  
  43. 43. 3  Workstreams  to  Drive  Bejer  Decisions   What do We Need to …Understand andStrategic   Know? About Whom? Make Decisions. Why? When? Design the Package &Opera6onal   Deliverable… Communicate… Manage the Data andTechnical   Perform the Analytics…
  44. 44. Types  of  Metrics  &  Analy?cs   Workforce  &   Talent  Management   HR  Opera6ons   Organiza6onal   Effec6veness   Performance  •  Time  to  Fill/Hire   •  AFrac6on   •  Sales  revenue  •  HR  Staff  per  FTE   •  Reten6on   •  Customer  Sa6sfac6on  •  Training  Hours  per  FTE   •  Bench  strength   •  Customer  Service  •  %  Of  on  Time  Reviews   •  Mobility   Scores  •  HR  Cost  to  Revenue  %   •  Diversity   Analytics Transactional Data
  45. 45. What  are  Your  Peers  Measuring?   Please  indicate  whether  your  organiza?on  measures  or  plans  to  automate  the  measurement  of   the  following  HR  metrics.  100%   83.1%   80%   71.2%   66.2%   61.6%   60%   53.4%   52.5%   46.1%   40%   32.9%   32.0%   16.0%   20%   0%   Employee   Total  compensa6on  Recrui6ng  efficiency  Workforce  diversity   Workforce   Workforce  skills  &   Employee   Bench  strength   Workforce   Workforce  mobility   reten6on/  turnover   (e.g.,  6me-­‐to-­‐hire,   demographics/   competencies   engagement   produc6vity   cost  per  hire)   aging   Source: 2010 Knowledge Infusion & IHRIM HR Technology Survey N = 259 Knowledge  Infusion  Proprietary  and  Confiden6al,  Copyright  2012    
  46. 46. Workforce  Analy6cs  TALENT  INTELLIGENCE  MATURITY  MODEL  
  47. 47. Maturity  Assessment     Strategy  will  aim  to  advance  forward  on  the  maturity  con?nuum.     Transforming   Leading   •  Process  is  fully  unified  and   Performing   presented  as  a  holis6c   •  Process  enabled  by   •  Processes  unified  from   capability   Lagging   technology   end-­‐to-­‐end  but  presented  •  Manual  or  paper  based   •  Seamless  user  experience   •  Disaggregate  user   as  independent   business  process   •  Fully  integrated  with  other   experience   •  Consistent  user  experience  •  Disaggregate  user   technology   experience   •  Limited  integra6on  with   •  Integra6on  with  other   •  Ability  to  report  data   other  process/technology   process/technology  •  Limited  integra6on  with   holis6cally  and  delivery  via   other  process/technology   •  Some  ability  for  holis6c   •  Ability  for  holis6c  repor6ng   drillable  dashboards   repor6ng  •  Limited  ability  to  report   data   Drivers|   Governance|     Service   Efficiency  &   Process  &  Data   Technology   Metrics   Capabili?es   Delivery   Quality  
  48. 48. Talent  Intelligence  Maturity   Lagging   Transforming  • Compliance  repor6ng   • Talent  mgmt  effec6veness  • HR  opera6onal  repor6ng   Drivers|  Metrics   • Business  impact  of  talent  • No  center  of  excellence   Governance|     • Shared  resources  /  COE  • Analysts  run  reports   Capabili?es   • HRGs  partner  with  analysts  • Reac6ve;  ad  hoc   • Formalized  service  • Sr.  HR  preFy  much  only  ‘client’  facing   Service  Delivery   • Embedded  in  consul6ng  • Few  standard  defini6ons  • Minimal  standard  processes   Process  &  Data   • Standard  defini6ons   • Shared,  repeatable  processes  • Limited  automa6on   Efficiency  &   • Automated  • Limited  quality  tool  sets   Quality   • Extensive  quality  tool  sets  • Silo’d  mul6ple  databases   • Single  data  store  • Spreadsheets   Technology   • Standard  toolset  
  49. 49. 10  Poten?al  KPIs   Name  and  Purpose   Defined  Equa?on  Workforce  Produc?vity  1.  Return  on  Human  Capital  Investment:  Demonstrates  the  value  of   (Opera6ng  Profit  for  Period  /  Total  Employee  Compensa6on  &  organiza6on’s  investment  in  people  (i.e.,  labor  cost).   Benefits  for  Period)  *  100  2.  Opera6ng  Profit  per  Employee:  Links  the  6me  and  effort  of  the   Opera6ng  Profit  for  Period  /  Average  Headcount  for  Period  workforce  to  produce  a  profit.  3.  Revenue  per  Employee:  Links  the  6me  and  effort  of  the  workforce  to   Revenue  for  Period  /  Average  Headcount  for  Period  produce  revenue.  Staffing  /  Talent  Management  Effec?veness  4.  Turnover  Rate:  As  a  lagging  indicator,  it  links  talent  management   (Total  #  of  Separa6ons  During  Period    /  (Average  Headcount  for  prac6ces  to  quality  of  both  people  hired  into  specific  roles  and  talent   Period)  *  100  prac6ces,  par6cularly  when  examining  turnover  reasons  and;  serves  as  a  useful  predic6ve  metric  for  workforce  planning;  serves  as  a  leading  indicator  of  produc6vity.  
  50. 50. 10  Poten?al  KPIs  (con?nued)   Name  and  Purpose   Defined  Equa?on  Staffing  /  Talent  Management  Effec?veness  (con?nued)  5.  Employee  Engagement:  Indicates  the  percentage  of  employees  who  like   Periodic  Survey  Results  their  jobs,  appreciate  the  organiza6on’s  value  proposi6on,  and  feel  their  managers  are  effec6ve;  serves  as  a  useful  leading  indicator  of  turnover.  6.  Average  Total  Compensa6on  by  Performance  Ra6ng:  Isolates   For  Each  Headcount  Assigned  a  Ra6ng  During  Period:  (Total  Dollars  considera6on  of  employee  performance  as  factor  on  the  value  assigned  to   Salary  +  Total  Incen6ve  Dollars  +  Total  Dollar  Value  of  Shares  /  employee.   Average  Headcount  for  Period)  *  100  7.  Internal  Mobility:  Reflects  the  extent  to  which  employer  value   (Total  #  Internal  Advancements  /  Average  Headcount  for  Period)  *  proposi6ons  of  employee  career  development  and  career  advancement  are   100  realized.   ~  And  ~   (Total  #  Transfers  that  are  Lateral  Moves  /  Average  Headcount  for   Period)  *  100    
  51. 51. 10  Poten?al  KPIs  (con?nued)   Name  and  Purpose   Defined  Equa?on  Staffing  /  Talent  Management  Effec?veness  (con?nued)  8.  Bench  Strength:  Indicates  the  level  of  preparedness  of  the   (#  of  Cri6cal  Posi6ons  with  2  Ready  Internal  Candidates  /  Total  #  of    organiza6on  to  execute  on  its  business  plans  into  the  future.   Cri6cal  Posi6ons  in  Need  of  Successors)  *  100   ~And~   (#  of  Key  Posi6ons  with  <=  1  IDd  Successor  at  Point-­‐in-­‐Time  /  Total  #  of   Key  Posi6ons  at  Point-­‐in-­‐Time)  *  100  9.  Quality  of  Hire:  Indicates  how  well  HR  and  hiring  managers  partner  to   Manager  sa6sfac6on  with  new  hire  performance  rela6ve  to  expecta6ons  find  good-­‐fit  candidates  for  open  posi6ons;  also  indicates  the  quality   at  some  point  following  the  hire.  with  which  on-­‐boarding  ac6vi6es  are  executed.   ~And~   New  hire  turnover  and  reason  for  leaving.  10.  Time-­‐to-­‐Start:  Indicates  the  length  of  6me  posi6ons  are  vacant;   #  of  Calendar  Days  [including  weekends  and  holidays]  From  Requisi6on  useful  when  determining  whether  or  not  the  firm  has  enough  people  in   Approval  Submission  to  Employee  Start  Date  -­‐  Days  in  On-­‐Hold  status  key  roles  to  meet  performance  /  produc6vity  goals,  and  as  a  leading  indicator  when  workforce  planning.  
  52. 52. Metric  Decision  Tree   Do we currently track & deliver this metric? Yes No •Does it provide meaningful and actionable data? Do we have a precise objective for how this metric•Have or could we utilize this data to make decisions? will be used and what decisions it will support? Yes No Yes No Can we define [and agree on] Retain? Drop metric. a valid formula for this metric? Drop metric. Yes No Can we obtain the data to support this metric? Source system(s) Reconsider metric or approach. defined? Data defined? Etc.? Yes No Is the process for obtaining Reconsider metric or approach. and preparing the metric Weigh the costs and benefits. overly burdensome? No Yes Adopt metric and plan for Weigh the costs and benefits, dev’t, delivery & change.
  53. 53. Workforce  Analy6cs  SYSTEMS  &  DATA  ROADMAP  EXAMPLE  
  54. 54. Workforce  Analy6cs  SAMPLE  PROJECT  &  ROADMAP  
  55. 55. What  Might  a  3-­‐Year  Plan  Look  Like?    How  About  a  1-­‐Year  Plan?  
  56. 56. Guiding  Principles  One  of  Our  Clients  Used  When  Refocusing  its  Talent  Intelligence  Mission  through  an  Implementa?on   1.  Each  measure,  metric  and  analy6c  must  be  linked  to  a  business  driver  provide  meaningful  informaOon   about  how  we  leverage  people,  resources  and  capital  to  improve  enterprise  performance.   2.  We  will  iden6fy  and  measure  what  is  ‘important  to  measure’  as  opposed  to  measuring  what  is  ‘easy  to   measure.’   3.  We  will  iniOate  a  consistent  and  disciplined  data  collecOon  methodology  that  includes  standard  definiOons   for  measures,  metrics  and  analy6cs.   4.  We  will  provide  business  users  –  our  customers  –  with  direct  access  to  the  data,  metrics  and  analyOcs  they   need  to  make  smart  decisions  about  people.   5.  We  must  understand  upfront  that  due  to  technology  constraints,  it  may  not  be  possible  to  obtain  reliable   data  on  all  desired  measures.  We  will  start  small  with  a  few  criOcal  measures  that  can  be  collected  and   add  measures  over  Ome.  
  57. 57. Sample  Ac6on  Plan  –  Year  1   ReporOng  –  Provide  Clarity   CY  2012   CY  2013   Q3   Q4   Q1   Q2   Q3   Q4       Define responsibility for                     Develop  Intake  Strategy   Declaration from Leadership to Support Designation of Standard Reports     Metrics/Analytics/     Create List of Standard Reports                 for  Report  Requests Conversa6ons  with  partners  to  update  defini6ons   Reporting within HR •  Define responsibility for metrics / reporting / analytics within HR Recommendations •  Create a list of standard reports & align on terminology •  Develop intake strategy for report requests Actions: Resources / Participants •  Establish clear divisions of labor and formal roles & responsibilities for tracking, •  Sponsor(s): Carrie Blair analyzing and reporting on various workforce metrics •  Owner(s): Leslie Michener •  Align on common definitions (headcount, turnover, absenteeism) •  Resources: N/A •  Create centralized data model Timeline: •  Take ownership of HR data •  9 Months – Implementation •  Streamline current report creation, (e.g. Talent Pipeline report) •  9 Months – Maintenance •  Declaration from Leadership to support designation of standard reports and Estimated Cost: Vendor Costs – N/A common definitions of key HR metrics •  Implementation Internal Resources – N/A •  Conversations with partners (e.g. Finance, business leaders) to update their •  Implementation External Resources – N/A definitions •  Maintenance Resources – N/A •  HR Reporting builds a core set of the most frequently requested standard reports Value Generated: for business leaders to access via self-service, reducing manual efforts to provide customized reports •  Perception that HR has taken ownership & control of its data •  Train HRBPs to interpret •  Less duplication of effort trying to track numbers and generate reports within HR and between HR & Finance •  Appropriate expectation setting for HR’s partners Risks & Dependencies: •  Disagreements between HR and Finance about what constitutes headcount, turnover, absenteeism, etc. not being resolved •  Inability of HR reporting team to combine data effectively in order to generate standard reports that meet partners’ demands People/Process   Technology  
  58. 58. Discussion   Jason  Averbook   Chief  Business  Innova6on  Officer     @jasonaverbook     hFp://