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SEPTEMBER 2016
HR and People analytics
How to ensure impact and derive value from people insights
From analytics to Change with Impact
DATA MEANING BEHAVIOUR IMPACT
The issue in a nutshell
3
Why is HR and People analytics important?
Is HR able and ready to deliver the business benefits?
INGOING DRIVERS
HR’s CH...
4
Key elements
People Analytics framework
Overview of our suggested approach and process
Inputs and Impact measurements
Ch...
5
Vision and purpose
Essential for driving impact through People analytics
PEOPLE ANALYTICS
» Clear business drive and anc...
6
Data governance and ownership
But do the business (and top management) really bother?
DATA FOCUS
Data administrators car...
7
HR and analytics tools
Technology is rapidly changing the game
HR-FOCUSED TOOLS
» Analytics are embedded in integrated c...
8
KEY ROLES
Building analytical capabilities in HR
… is the key to sustainable value
Buy-and-borrow strategies are great w...
9
Engage the business
Organise and make the interaction for local use of People insights
KEY ELEMENTS
Communicate value pr...
10
How to get from the right diagnose to business impact
We recommend using a simple diagnostics tool to assess where your...
Managing the change in the interaction
between technology and people
is the key to success with HR analytics.
12
From data to sustainable impact and value
What are the three most critical levers to
consider when transforming data in...
13
The project aims to improve performance in <business impact> and
build the organisation’s capability and practices in <...
Change with Impact.
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Hr and People analytics

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Inspirational approaches to HR data to drive better management and decision-making. On Friday 23 September 2016 we hosted a morning seminar for senior HR managers and executives on how to create business impact through HR & People analytics.

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Hr and People analytics

  1. 1. SEPTEMBER 2016 HR and People analytics How to ensure impact and derive value from people insights
  2. 2. From analytics to Change with Impact DATA MEANING BEHAVIOUR IMPACT The issue in a nutshell
  3. 3. 3 Why is HR and People analytics important? Is HR able and ready to deliver the business benefits? INGOING DRIVERS HR’s CHALLENGE Technology drive and Big Data » Data amounts are growing enormously » Speed of change to HR data and surveys » Technology offers solutions Agile business- handling of complexity » Data insights are a cross- functional innovation enabler » Data analytics linked to new flexible organisational models » The new business wave like Lean and outsourcing HR’s needs/interest in changing focus » Value of data, numbers and technology » HR analytics and tracking of metrics » HR’s lack of trust in the business HR’s capability challenge » Build skills, competences and organisation » Trust can be built from data forming cultural meaning, transparency and thereby structure to free dataflow » Ability to execute
  4. 4. 4 Key elements People Analytics framework Overview of our suggested approach and process Inputs and Impact measurements Change journey with impact » Building organisational capabilities – centrally and linkage to local context as a connected network » Priority of analytics, mindset and trust in data » Changing human behaviour requires involvement and meaning of HR data created in teams and individuals Vision and purpose » Impact map, business drivers and ingoing hypothesis » Ensure business ownership » Set focus and plan journey Data management » The right KPIs » Data quality in focus » Ongoing data ownership and drive integral to impactful analytics HR analytics tools » Data capturing systems and tools » Reporting, analytics and planning tools » Embed in processes Analytical capabilities » Statistical and analytical skills » Hypothesis and causality logic » Mastering of analytics tools Engage the business » Engage network and build scenarios » Create transparency and understand business impact » Learn, adjust and continuous effort HR and talent KPIs Organisation, network and culture Key business data (sales, customers) Growth, speed and earnings External data (recruitment, comparisons) Individual and mood measurements
  5. 5. 5 Vision and purpose Essential for driving impact through People analytics PEOPLE ANALYTICS » Clear business drive and anchoring » HR data linked to business context » Focus and hypothesis-driven IMPACT CASE PEOPLE ANALYTICS VALUE PROPOSITION
  6. 6. 6 Data governance and ownership But do the business (and top management) really bother? DATA FOCUS Data administrators care about data – HR and business executives do not. It has been this way for a long time, but the increased focus on analytics and compliance creates momentum for changing this, if HR is able to tell the story and execute. DATA QUALITY » Most organisations still have several system of records for various HR data contributing to inconsistencies » HR must foster basic business ownership of HR as “our data” and manage a number of iterative steps (definitions, collection, cleaning) DATA MANAGEMENT AND DATA ANALYTICS » The quality and trust in analytics is dependent on the data foundation and quality » The ability to drive and maintain high data quality interdependent on its usage and accessibility to the business Deployment and feedback Evaluation Data analytics approach Business understanding Modelling Data preparation Data ownership Data requirements Data definitions Data collection Data cleaning DATA COMPLIANCE » HR data contains sensitive data and your analytics approach must build trust in how the data is used » EU regulation and work councils place strong demands on organisations and their management to ensure data compliance ownership » HR should use this focus and deliver on the promises in the delivery of HR analytics Data management Data analytics
  7. 7. 7 HR and analytics tools Technology is rapidly changing the game HR-FOCUSED TOOLS » Analytics are embedded in integrated cloud HR solutions and are, in some cases, built into processes » Built-in functionality ranges from simple reporting over strategic insights to predictive analytics and planning functionality » Basics are most often plug-and-play and included in paid fee » Advanced capabilities only for top-tier vendors and typically with some cost and potential extra effort ANALYTICS-FOCUSED TOOLS » In-memory database technology with predictive and even prescriptive machine learning capabilities » Best tools are user-friendly, visual, mobile and collaborative – designed for business users, not (only) specialists » High cost and complexity of handling the preferred tools of the company » No tool for all purposes, but great promises in fast technology innovations Analytics data functions Usability and accessibility Integration and platform Collaboration and broadcasting HR specifics Vendor HR core applications » Operational/transactional metrics and reports » Standardised » Self-service options » Application-specific data Workforce analytics » Purpose-built for workforce analytics » Short implementation » Possibly skip data warehouse » Designed for HR and the business Business intelligence » Expensive and lengthy to implement and update » IT expertise, data warehouse, complexity » Designed for technical user rather than business user Explorative analytics » SaaS, often a costly fee, easy implementation » General tools designed for business users » Some data extraction and transformation effort » Exploration and capabilities HRtools Analytics tools EVALUATION CRITERIA Evaluating what fits your purpose and organisation based on:
  8. 8. 8 KEY ROLES Building analytical capabilities in HR … is the key to sustainable value Buy-and-borrow strategies are great ways of accelerating skills and competencies, but only in the short term. Evidence argue that long-term value comes from committing to analytics (build): SUCCESSFUL STRATEGIES 1. Giving preference to people with analytical skills when hiring and promoting. 2. Developing analytical skills through formal and on-the-job training. 3. Integrating new talent with more traditional data workers (buddy, mentoring…). Data engineer Breaking data leaks, creating linkages Data scientist Mathematicians, data modelling Business translators Business understanding and impact
  9. 9. 9 Engage the business Organise and make the interaction for local use of People insights KEY ELEMENTS Communicate value proposition of People analytics and apply and adapt to local context Analytics team » Central HR drive of analytics effort » Statistical, analytical, HR and communication skills required Train and educate managers » Basic analytics language » Tools and usage » Local adoption HRBP » Understand the business and cultural prerequisites » Lift HRBP’s capabilities and build trust Analytics team HRBP Managers
  10. 10. 10 How to get from the right diagnose to business impact We recommend using a simple diagnostics tool to assess where your organisation is on the analytics journey, and then identify the key business challenges where HR insights can improve decision-making. DIAGNOSTICS TOOL One tool is offered by CBS HCA Group focusing on identifying your company’s strengths and weaknesses. http://cssl.cbs.dk/hcaprofile/HCABenchMarking.aspx IMPACTFUL IMPLEMENTATION Implement Consulting Group can help set the right focus and approach for your company’s People analytics.
  11. 11. Managing the change in the interaction between technology and people is the key to success with HR analytics.
  12. 12. 12 From data to sustainable impact and value What are the three most critical levers to consider when transforming data into impact in your organisation? THE BIG PICTURE OF HR ANALYTICS’ VALUE GENERATION SOMETHING TO CONSIDER IMPACT CASE DATA VALUE PROPOSITION ? _________________________ _________________________ _________________________ Try to build on those levers when qualifying the desired impact and behavioural change in your own People analytics impact case!
  13. 13. 13 The project aims to improve performance in <business impact> and build the organisation’s capability and practices in <key behaviour> IMPACT CASE SUCCESS CRITERIA <The top-level impact case of the initiative is often related directly to increasing growth or profitability or reducing costs. State the project’s success criteria in this perspective . (You may also add a statement such as ”Specific success criteria and measurements for the project will be defined during the initial work”.)> PROJECT VISION <State the overall project vision> • <State the ultimate impact targeted> • … <State desired impacts on relevant dimensions, e.g.: • Customer performance • Financial performance • Process performance • Compliance with external requirements • Intangibles and other benefits> <State the desired impacts along relevant dimensions, e.g.: • Behaviours, such as specific practices applied • Organisational capabilities demonstrated • Technological capabilities demonstrated • Competence, knowledge and abilities of employees> <Behaviour impact 3> <Behaviour impact 1> <Behaviour impact 2> <Business impact A> <Business impact C> <Overall impact> <Business impact B> BUSINESS IMPACT BEHAVIOUR IMPACT
  14. 14. Change with Impact.

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