Factors that control Impact of HR Initiatives

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Die Entscheidungsfindung von Personalverantwortlichen sollte auf zwei Säulen basieren: Die eine ist ein logischer Rahmen an Fragestellungen, die zweite ist eine Kombination von statistischen Analysen und leistungsstarker Computertechnologie.

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Factors that control Impact of HR Initiatives

  1. 1. Main factors, that control Impact of HR Zürich, 3. Januar 2014
  2. 2. Range of Services Analyses & Workshops Strategy & Execution Webinars & Conferences Pers. Administration & Reporting Assessments & Exec. Coachings Surveys & Publications 2
  3. 3. Focus Topics 3
  4. 4. Fundamentals Evidence-Based Management: Connect scientific coherences with company-specific procedures Identification of specific practices (instruments) Science Practice Metaanalyses Case study Controlled laboratory/field experiments Systematic Systematic reviews evaluation Comprehensive correlation studies Expert survey Systematic Follow-up internal evidence, organizationspecific facts based on systematically collected data external evidence, sound scientific knowledge, generalizable cause-effect relationships Identification of general causal relations (theories) the interaction creates a collective intelligence Based on: Brodbeck, F.; Woschée, R.: Grundlagen und Möglichkeiten eines evidenzbasierten Personalmanagements, 2013 4
  5. 5. Fundamentals Continuum of Human Capital Analytics Optimization Predictive Analysis Causation Correlations Benchmarks Anecdotes Scorecards & Dashboards Source: Human Capital Analytics. How to Harness the Potential of Your Organization´s Greatest Asset. Gene Pease, Boyce Byerly, Jac Fitz-enz. P. 17 5
  6. 6. Fundamentals The LAMP Framework A L „The Right Logic“ Rational Talent Strategy (Competitive Advantage, Talent Pivot Points) „The Right Analytics“ Valid Questions and Results (Information, Design, Statistics) HR Metrics and Analytics That Are A Force For Strategic Change P M „The Right Measures“ Sufficient Data (Timely, Reliable, Available) „The Right Process“ Effective Knowledge Management (Values, Culture, Influence) Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne Cascio and John Boudreau. P. 10. 6
  7. 7. Predictive HR Analytics Map of causalities – Managerial Leadership Retention of Key People Managerial Leadership Relational Capital Human Capital Effectiven. Knowledge Generation Human Capital Training Business Performance Structural Capital Employee Engagement Employee Satisfaction Strategy Execution* Knowledge Integration Employee Motivation Value Alignment Knowledge Sharing Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010 * for further remarks: Mark A. Huselid, Brian E. Becker, Richard W. Beatty: The Workforce Scorecard, 2005 Human Capital Depletion 7
  8. 8. Predictive HR Analytics Map of causalities – Human Capital Effectiveness (RoHC) Managerial Leadership Retention of Key People Intellectual Capital 0,442 Relational Capital Human Capital Effectiven. Knowledge Generation Human Capital Training Business Performance Structural Capital Employee Engagement Employee Satisfaction Strategy Execution* Knowledge Integration Employee Motivation Value Alignment Knowledge Sharing Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010 * for further remarks: Mark A. Huselid, Brian E. Becker, Richard W. Beatty: The Workforce Scorecard, 2005 Human Capital Depletion 8
  9. 9. Predictive HR Analytics Map of causalities – Employee Attitudes and Engagement (1/2) Managerial Leadership Retention of Key People Effective Workplace Dimensions That Significantly Predicted Work Outcomes Cognition Greater Job Relational Satisfaction Greater Human Engagement Capital Training Capital Greater Probability of Retention emotion 1. elements Action tendency Employee Satisfaction Employee Engagement behaviour Job challenge and learning 2. Climate of Structural Capital respect 3. Autonomy 4. Work-life fit 5. Economic security 6. Supervisor task support Strategy Execution* Employee Commitment Value Alignment Employee Attitudes 1. 2. 3. 4. 5. 6. Economic security Work-life fit Climate of respect Autonomy Supervisor Knowledge task support Generation Job challenge and learning 1. 2. 3. 4. 5. 6. Economic security Work-life fit Job challenge and learning Supervisor task support Autonomy Climate of respect Human Capital Effectiven. Business Performance Knowledge Integration Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne Cascio and John Boudreau. P. 146 Knowledge Sharing Human Capital Depletion Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010 Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne Cascio and John Boudreau. P. 143 ff. 9
  10. 10. Predictive HR Analytics Map of causalities – Employee Attitudes and Engagement (2/2) Managerial Leadership Logical relationships among employee attitudes, behaviors, and financial outcomes Retention of Key People Cognition Human Capital Training Satisfaction, Commitment, and Engagement Relational Capital Human Capital Effectiven. emotion Applicant Quality, Employee Turnover, Absence, Service Action tendency elements Structural Capital Employee Satisfaction Employee Engagement Costs, Employee Productivity, Customer Satisfaction Knowledge Generation Organizational and Business Unit Performance Business Performance Employee behaviours Strategy Execution* Employee Commitment Value Alignment Employee Attitudes Knowledge Integration Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne Cascio and John Boudreau. P. 147 Knowledge Sharing Human Capital Depletion Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010 Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne Cascio and John Boudreau. P. 143 ff. 10
  11. 11. Case Study : Employee Engagement - Business Performance The Discovery Process Assess Ctr. Rating of Mgr. Mgr.´s Engagement H4 Mgr.´s 360 Degree H5 H6 Avg. Employee Engagement (-) H2 H3 H1 Customer Focus Competition Shrinkage Rate Local Economic Conditions Weather Age of Store Store Performance Source: Human Capital Analytics. How to Harness the Potential of Your Organization´s Greatest Asset. Gene Pease, Boyce Byerly, Jac Fitz-enz. P. 17: Lowe´s First Store Model Blueprint 11
  12. 12. Predictive HR Analytics Map of causalities – Knowledge Management Retention of Key People Managerial Leadership Human Capital Training Structural Capital Employee Engagement Employee Satisfaction Human Capital Effectiven. Relational Capital Knowledge Management Business Performance Knowledge Generation Strategy Execution* Knowledge Integration Employee Motivation Value Alignment Knowledge Sharing Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010 * for further remarks: Mark A. Huselid, Brian E. Becker, Richard W. Beatty: The Workforce Scorecard, 2005 Human Capital Depletion 12
  13. 13. Predictive HR Analytics Map of causalities – Employee Absenteeism The logic of employee absenteeism: how absenteeism creates costs Retention of Key People Managerial Leadership Does the job allow the employee to set the times he/she works? Yes Illness Training Time off to deal with home and family responsibilities No Absenteeism not relevant Human Capital Is job pivotal in importance? (Do others have to cover? Must process be stopped? Delays in important avtivities?) Yes categories Incur actual and opportunity costs Structural Capital Medical appointments Employee Engagement Employee Satisfaction morale Value Alignment Business Performance Are costs acceptable? (-) Strategy Execution* (-) Yes No Absence-reduction programs not likely to be cost-effective Employee Motivation Employee Presenteeism Incur costs that are not significant Cost of payments for non-work time of absentees Cost of managing absenteeism problems Cost of time of replacement workers Cost of reduced work quantity or quality behaviour Employee Absenteeism No What absence-reduction program will address the significant causes? What is its cost? Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne Cascio and John Boudreau. P. 57 Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010 Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne Cascio and John Boudreau. P. 51 ff. 13
  14. 14. Predictive HR Analytics Map of causalities – Employee Separations Retention of Key People Managerial Leadership One-ononecoaching (+) Human Capital Training (+) Relational Capital Human Capital Effectiven. Pay for Performance Structural Capital The logic of employee turnover Employee Employee Satisfaction Knowledge Generation Engagement (-) Strategy Execution* Knowledge Integration Employee Motivation Value Alignment Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne Cascio and John Boudreau. P. 81 Knowledge Sharing (-) Business Performance voluntary vs. involuntary turnover functional vs. dysfunctional turnover Human Capital Depletion Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010 Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne Cascio and John Boudreau. P. 79 ff. = Workforce Value 14
  15. 15. Predictive HR Analytics Map of causalities – Health, Wellness, and Welfare Retention The logic of employee health and wellness Managerial Leadership Retention of Key People of Key People Employee Health and Wellness Human Capital Training Human Capital Effectiven. Relational Capital (-) (+) (-) Structural Capital Employee Engagement Employee Satisfaction Employee Absenteeism Business Performance Knowledge Generation Strategy Execution* Knowledge Integration Employee Motivation Value Alignment Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne Cascio and John Boudreau. P. 120 Knowledge Sharing Human Capital Depletion Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010 Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne Cascio and John Boudreau. P. 115 ff. 15
  16. 16. Predictive HR Analytics Map of causalities – Work-Life Programs Retention The logic of work-life fit Managerial Leadership Retention of Key People of Key People Work-Life Programs Human Capital Training Human Capital Effectiven. Relational Capital (-) (+) (-) Structural Capital Employee Engagement Employee Satisfaction Employee Absenteeism Business Performance Knowledge Generation Strategy Execution* Knowledge Integration Employee Motivation Value Alignment Knowledge Sharing Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne Cascio and John Boudreau. P. 173 Human Capital Depletion Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010 Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne Cascio and John Boudreau. P. 169 ff. 16
  17. 17. Predictive HR Analytics Map of causalities – HR Development Programs The logic of talent-development effects Managerial Leadership Employee Training Human Capital Retention of Key People Human Capital Effectiven. Relational Capital (-) (-) (+) Structural Capital Employee Engagement Employee Satisfaction Employee Absenteeism Business Performance Knowledge Generation Strategy Execution* Knowledge Integration Employee Motivation Value Alignment Knowledge Sharing Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne Cascio and John Boudreau. P. 287 Human Capital Depletion Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010 Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne Cascio and John Boudreau. P. 283 ff. 17
  18. 18. Predictive HR Analytics Map of causalities – Business Performance (1/2) Managerial Leadership Retention of Key People Work-Life Programs Employee Health and Wellness Relational Capital Human Capital Effectiven. Knowledge Generation Human Capital Training Business Performance Structural Capital Employee Engagement Employee Satisfaction Employee Absenteeism Strategy Execution* Knowledge Integration Employee Motivation Value Alignment Employee Sentiment Knowledge Sharing Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010 * for further remarks: Mark A. Huselid, Brian E. Becker, Richard W. Beatty: The Workforce Scorecard, 2005 Human Capital Depletion 18
  19. 19. Predictive HR Analytics Map of causalities - Business Performance (2/2) Retention of Key People Managerial Leadership Relational Capital Human Capital Effectiven. Knowledge Generation Human Capital Training Business Performance Structural Capital Employee Engagement Employee Satisfaction Strategy Execution* Knowledge Integration Employee Motivation Value Alignment Knowledge Sharing Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010 * for further remarks: Mark A. Huselid, Brian E. Becker, Richard W. Beatty: The Workforce Scorecard, 2005 Human Capital Depletion 19
  20. 20. Predictive HR Analytics Map of causalities – Staffing Utility Logic of staffing processes and talent flows Talent Flows Potential Labor Pool General Applicant Pool Labor Pool create Dedicated Applicant Pool Final Applicant Pool attract Strategy & Planning Applicants on-hold Candidates for further Evaluation Offer Candidates New Hires Productive Employees choose Corporate Branding Employer Branding Recruitm. Marketing Active Sourcing Screening Selection & Offering Binding & Closing Onboarding Staffing Processes Affinity for the Perception of company and the company as Consolidation of the product an employer the employer Experience of Image the prospective Acquisition of student knowledge Application employer Corporate and Employer Brand Cross-media Talent Pool product brand, recruitment Management corporate Recruiting marketing culture Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010 Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne Cascio and John Boudreau. P. 195 ff. Acquisition of corporate knowledge 20
  21. 21. Would you like to know more? We invite you ... http://www.strimgroup.com/de/fachtagungen Talent Relationship Management: May 22 Talent Relationship Management : June 6 Talent Relationship Management : June 26-27 Human Capital Analytics: September 19 Human Capital Analytics : October 16 Human Capital Analytics : October 30 21
  22. 22. Your Personal Point of Contact Chairman and CEO at STRIMgroup AG, Zurich / CH Senior Fellow at The Conference Board in New York Lecturer in the Master's program in Human Capital Management at Lake Constance Business School / Germany Gütschstrasse 22 845 Third Avenue CH-8122 Binz (Zürich) New York, NY 10022-6600 Telefon: +41 (0)43 366 05 58 Telefon: +49 (0)172 7590 688 volker.mayer@strimgroup.com volker.mayer@conference-board.org 22

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