Find out how to transform your business performance with people analytics to generate buy-in from the board.

1. Building a business case for your people
analytics programme.
Tony Latter, CEO & Co-Founder

2. Imagine your company taking
the same care and attention
over its people as it does over
its financial performance.
Where people engagement is
as important as margins…
September 152016

3. How does this become a reality?
Only 8% of HR
leaders are using
aby sort of analytics
and people
measurement tool.
(CIPD)
8%
Only 14% of
business leaders are
happy with the data
HR is providing.
(CIPD)
14
%
Only 8% of
organisations
thought their
business was strong
in the area of
people analytics,
despite 75%
realising its
importance.
(Deloitte)
8%
The key is to understand what the boardroom is looking for:

4. What we know…
• Business leaders are looking for HR to take a more data driven approach.
• The problem is HR is not using analytics particularly well, if at all.
• Why is this?
1. Lack of data.
2. If data is available it quickly goes out of date.
3. Traditional methods of gathering staff feedback can be time consuming.
4. Poor analytics means you can spend a lot of time mining the data to find the insight.

5. About The Happiness Index.
A selection of our clients:
Vision.
To improve business performance by
promoting better cultural alignment and
engagement with a company’s most
important asset – its people.
Key Facts.
• Global reach with responses from 19
countries and counting!
• Available in 9 languages.
• Working with major brands…

6. Adding value to the board.
September 152016

7. The 2nd P&L – Your People & Leaders.
Traditional P&L
2nd P&L
• Retrospective and looks at
the outputs of a business.
• It gives a one dimensional
view as its only looking at
the tangible outcomes.
• It doesn’t impact on future
inputs.
• Stands for People and
Leadership.
• Focusses on the
intangible inputs into a
business from your
People and Leadership.
Traditional Profit &
Loss
The 2nd P&L
Combining the traditional P&L with the 2nd P&L gives you a 3D view of a business.
It provides a link between the people within an organisation and the financial performance.

8. We use the 4As as a blueprint for successful programs to ensure progress is being made and the
culture of always measuring is embedded.
After all what gets measured, gets managed and this mindset appeals to the boardroom.
The 4 As.

9. Sustainable Engagement.
Dec Jan Feb March Apr May Jun Jul Aug Sep Oct Nov Dec Jan
Engagementlevel
Sustainable
engagement
Traditional
engagement
program
Legend

10. The Engagement See-Saw.
• Imagine the company on one side of the see-saw
and the employee on the other.
• To create an engaging program the see-saw
needs to be balanced.
• If the company asks too many questions too often
the see-saw tilts.
• Likewise if the company asks too few questions
too infrequently the see-saw tilts the other way.
• The key is to identify the right number of
questions and the frequency in order to balance
the see-saw.
Employer Employee

11. Reporting to the board.
• We help HR departments produce their own 2nd P&L Statement:

12. Trends per question Trend charting tool Trends per individual
Trend Analysis & Benchmarking.
• Its important to be able to show trends and track results against targets and benchmarks.
• This provides a strategic focus that appeals to business leaders.

13. What should you
stop doing?
Stop
What should you
start doing?
Start
What should you
continue to do?
Continue
What should you
change?
Change
SSCC Model.
Boardrooms love actionable insights, therefore we advise people to use the SSCC model to turn raw data
into actions:

14. Example of the Comment Analysis.
Comment
statistics
Positive word
cloud
Negative
word cloud

15. Tips for introducing
People Analytics.
September 152016

16. What are the right questions to ask?
• Align questions to your company values.
• Think about the objectives for the program.
• What questions are going to make the boardroom take note?
• Don’t ask leading questions.
• Only ask questions on what you are prepared to change.
• Just ask the critical questions.
• When tracking trends - think about the timing of repeat questions.
• Sanity check the questions.

17. 2
3
4
5
Successfully introducing a People Analytics.
1
Position the program correctly: Create a shared
vision and generate an environment for change.
Be patient: Look for innovation, not instant perfection.
Take the pain: You may not like the results or even
agree with them, but if your people are thinking it,
then its their reality.
Load it for success: Make progress on multiple fronts
and focus on aggregated marginal gains.
Report back: Tell your people what the results have
been and what you’re doing with them.
London New York

18. The results - Case Study
September 152016

19. Case Study.
• We started working with the client in Dec 2011.
• Over the past 5 years they have grown significantly and The
Happiness Index has played a part in ensuring their culture
wasn’t lost during growth.
“We have had thirty-three quarters of consecutive growth
and we put this down to our focus on people. At our board
meetings we analyse ‘The 2nd P&L’ which reports how our
staff and clients are feeling about working with us and we
combine it with the traditional financial P&L to help us
forecast, plan and prioritise the key actions the board need
to take in order to make a difference to the company.”
CEO

20. Summary.
• Start adding value to business leaders through people analytics.
• Secure buy in by speaking the language that appeals to senior business leaders.
• Report back using targets and benchmarks to provide a strategic focus.
• Using pulse surveys ensures engagement stays on the agenda.
• The SSCC method takes the insight generated and ensures quality action planning.
• Whatever the results, good, bad or indifferent report them back to your people and your senior
leaders.

21. Questions.

22. Call us: 0203 865 0989
Email us: hello@the-happiness-index.com
Visit us online: the-happiness-index.com
Tweet us: @happinessindex1
Get in touch.