Konkrete CEO Challenges and Strategies bilden den Ausgangspunkt der Überlegungen für HR Analytics. Um dem prognostizierenden Element von HR Analytics gerecht zu werden, stehen leading indicators im Vordergrund. Nur im Zusammenspiel von leading und lagging indicators kann eine HR Scorecard die Strategieimplementierung unterstützen. Mit Hilfe von HR Analytics wird die Wirkung („business impact“) initiierter HR Maßnahmen in monetären Größen ausgedrückt. Kausalität ist damit eine wichtige Voraussetzung für HR Analytics. Personalrisiken beziehen sich vor allem auf Fähigkeiten und Kompetenzen sowie auf Führung resp. Nachfolgeplanung.

1. HR ANALYTICS AT
THE C-LEVEL
HR BREAKFAST, WIEN, ORACLE OFFICE, JULY 3, 2014

2. CONTENTS
► STRIM Focus Topics
► CEO Challenges and Strategies 2014
► HR Analytics
► Maturity Levels
► How to approach the C-Suite
► Measuring RoI in relation to HR Risks
► The role of HR Benchmarking
► Young Talent Benchmarks & Analytics
► What measures the C-level cares about
► Key Take Aways
2July 3, 2014

3. STRIM FOCUS TOPICS
July 3, 2014 3

4. CEO CHALLENGES AND STRATEGIES 2014
4July 3, 2014

5. CEO CHALLENGES AND STRATEGIES 2014
July 3, 2014 5

6. July 3, 2014STRIM-Blog: http://blog.strimgroup.com/artikel/leitfaden-analytics/ 6
HR ANALYTICS
MATURITY LEVELS

7. HR ANALYTICS
HOW TO APPROACH THE C-SUITE (1/2)
►Tips for a successful first interaction
► Keep it short and simple („KISS“)
► Speak in terms of business outcomes and set clear expectations
►Prepare a business case
► Identify a compelling question, business need, or imperative (why)
► Provide facts based on credible analysis (what)
► Offer alternative assessments, including what happens if we do nothing (why)
► Relay what the organization will receive for what it will spend (what)
► Indicate the timing, resources, and process needed (when, where, how, who)
July 3, 2014TCB Conference KeyNotes 7
„When you talk about engagement,
talent, retention, think of a euro
sign flashing in the executive´s
head every six seconds.“

8. HR ANALYTICS
HOW TO APPROACH THE C-SUITE (2/2)
►Anticipate C-level HR questions
► What workforce segments create most value?
► What is our workforce productivity? Is it improving? How do we rank?
► Where do our stars come from in Sales? In Operations?
► What skills will we need in the next five years?
► Is it better to build, buy or rent talent? What is the right workforce cost?
► How will business be impacted by impending retirements?
► How much is turnover costing, not just in euros, but also in lost productivity, innovation, or quality?
► How much money are we losing each day by having unfilled positions?
► Can we reach out goals with our current workforce? Can we get there better, faster, cheaper?
► Are leaders effectively managing human capital? Do leaders correlate to employee engagement,
retention and performance?
July 3, 2014TCB Conference KeyNotes, HCM Institute 8
„When you talk about engagement,
talent, retention, think of a euro
sign flashing in the executive´s
head every six seconds.“

9. HR ANALYTICS
MEASURING ROI IN RELATION TO HR RISKS (1/2)
►employee
engagement
►learning &
development
►…
July 3, 2014STRIM-Blog: http://blog.strimgroup.com/artikel/durchdringung-im-nebel/ und
http://blog.strimgroup.com/artikel/auswirkungen-von-hr-initiativen/
9
Managerial
Leadership
Training
Human
Capital
Relational
Capital
Structural
Capital
Human
Capital
Effectiven.
Retention
of Key
People
Business
Perfor-
mance
Knowledge
Generation
Employee
Engage-
ment
Employee
Satisfaction
Employee
Motivation
Value
Alignment
Strategy
Execution*
Knowledge
Integration
Knowledge
Sharing
Human
Capital
Depletion
0,506
0,442
0,530 0,326 0,360
R2=68,2%
R2=28,5%
R2=44,1%
R2=28,5%
0,751
0,358
0,307
0,475
0,4910,734 0,327
-0,337
0,543
0,439
0,456 0,429
0,394
0,430
0,285 -0,233
0,262
-0,372
Motivation Risk
Failure and Availability Risk
Occupational
Skill Risk
Integrity
Risk
Alignment
Risk
Resignation
Risk

10. HR ANALYTICS
MEASURING ROI IN RELATION TO HR RISKS (2/2)
Human capital risks ranked by significance
July 3, 2014Research Report, Managing Human Capital Risk 10
Top 5

11. HR ANALYTICS
THE ROLE OF HR BENCHMARKING (1/3)
July 3, 2014Project example of a transport and logistics company.
STRIM-Blog: http://blog.strimgroup.com/?p=1263
11
Current Performance
► Human capital RoI
► Financial productivity
► Employee
engagement
► Function & structure
► HR & People risk
Future Performance
Bringing in the right
people
Developing your
people
Motivation your
people
Efficiency and
effectiveness of HR
HR delivery model
HR activity analysis
HR capability
Additional areas of
measurement
Talent management
Innovation
HR shared services
Leadership
Impact on
Corporate Success
… HR
Function
… Core
Measures
Formoreinformation,pleasevisitourblog:
http://blog.strimgroup.com/?p=1263
Revenue
Revenue by business
unit
Revenue by country/
region
Revenue by product
line
Full time equ. (FTE)
Full-time v part-time
Temps and casuals
Contract workers
Utilisation of overtime
Management structure
Excess absence
Average remuneration
Salary and wage
levels
Performance-related
pay
Benefits structure
Social security costs
Non-wage costs
Material costs
Facilities and
overhead costs
Costs of outsourced
activities

12. HR ANALYTICS
THE ROLE OF HR BENCHMARKING (2/3)
July 3, 2014 12
Formoreinformation,pleasevisitourblog:
http://blog.strimgroup.com/?p=1263
Key Benchmark Lower 25-49th 50-74th Upper
Profile Quartile Percentile Percentile Quartile
Wealth Created per FTE
Human Investment Ratio 64
Profit per FTE 82
Revenue per FTE 58
Costs per FTE 50
Remuneration/Revenue 94
Average Remuneration 85
Resignation Rate
FTEs per HR Department FTE 9
HR Department Cost per FTE 83
HIGH
LOW
The KBP focuses on
►Financials
►Productivity & Value
Added
►Behaviours
►Skills, and
►HR Function
Project example of a major bank.
STRIM-Blog: http://blog.strimgroup.com/?p=1263

13. HR ANALYTICS
THE ROLE OF HR BENCHMARKING (3/3)
July 3, 2014PwC Saratoga. Managing people in a changing world. Key trends in human capital, … 13
Formoreinformation,pleasevisitourblog:
http://blog.strimgroup.com/?p=1263

14. HR ANALYTICS
TALENT BENCHMARKS & ANALYTICS
July 3, 2014STRIM Study on Career Guidance 2014 (DACH Region) 14
Formoreinformation,pleasevisitourblog:
http://blog.strimgroup.com/?p=1269
Kriterien für die Wahl des Ausbildungsplatzes nach Ländern

15. HR ANALYTICS
TALENT BENCHMARKS & ANALYTICS
July 3, 2014STRIM Study on Career Guidance 2014 (Extract Austria) 15
Wichtigkeit der Informationsquellen
Dinge, die am häufigsten am PC, Smartphone, Tablet gemacht werden nach Geschlecht

16. HR ANALYTICS
WHAT MEASURES THE C-LEVEL CARES ABOUT
CREDIBLE DATA
►CEOs appreciate solid data.
►In determining whether data are
credible, executives will look at
► the reputation of the source of data,
► motives of the researcher,
► type of data,
► audience bias,
► study methodology,
► etc.
BUSINESS IMPACT
►CEOs are most interested in the
businesss impact of their L&D
programs,
►„all roads lead to RoI“
►Top executives want to know the
precise trajectory from learning to
increased productivity and profits.
July 3, 2014 16

17. KEY TAKE AWAYS
►Concrete CEO Challenges and Strategies form the starting point of the
considerations for HR Analytics.
►To fulfill the forecast element of HR Analytics so called leading indicators are
in the foreground.
►Only the interaction of leading and lagging indicators assures that an HR
scorecard can support the strategy execution.
►With the help of HR Analytics action initiated HR activities are expressed in
monetary terms (“business impact”). Causality is an important prerequisite for
HR Analytics.
►Personnel risks relate mainly to skills and competencies, and respectively on
leadership and succession planning (“short-term human capital”).
July 3, 2014For more information (german): http://www.strimgroup.com/de/fachbeitraege-zu-hca 17

18. YOU WANT TO KNOW MORE?
18July 3, 2014
Video (german) -
HCA-Foren 2014
Website-Info (german) -
HCA-Forum Wien (30.10.)
CEO-Blog (german) -
STRIMgroup AG

19. YOUR CONTACT PERSON
► President and CEO at STRIMgroup AG in Zurich
http://www.strimgroup.com
► Senior Fellow Human Capital at The Conference
Board in New York
http://www.conference-board.org
► Associate Professor at HTWG Constance / LCBS
– MBA in Human Capital Management
http://www.lcbs.htwg-konstanz.de
► Selected professional positions:
► Global Head of HR Analytics at Deutsche Bank AG,
and
► Senior Manager hrs at PricewaterhouseCoopers AG.
845 Third Avenue
New York, NY 10022-6600
Phone: +49 (0)172 7590 688
volker.mayer@conference-board.org
Gütschstrasse 22
CH-8122 Binz (Zurich)
Phone: +41 (0)43 366 05 58
volker.mayer@strimgroup.com
19July 3, 2014