With recent articles like Harvard Business Review’s “It’s Time to Split HR,” written by world-renowned business adviser and author Ram Charan, and Bersin Insights’ “Will HR Lose the Battle Over Analytics,” written by industry analyst Karen O’Leonard, 2016 represents a pivotal year for human resources. The global economic recovery, compounded by demographic shifts, is moving power from employers to employees, turning labor into a seller’s market. As a result, the workforce is becoming an increasingly core strategic consideration to businesses. Yet the most commonly monitored workforce metrics do very little to deliver true insight into workforce topics. Leaders need to graduate from metrics to analytics, surfacing the important connections and patterns in their data to make better workforce decisions. Join expert Dave Weisbeck as he discusses how HR can play a more critical role driving business performance than ever before. In this informative webinar, Weisbeck will discuss how you can graduate from metrics to analytics, ramping up from operational reporting to strategic analytics and planning. In this session, participants will learn: Trends shaping the datafication of HR, including the case for and against splitting HR. How HR can climb the workforce intelligence maturity curve, defining key terms and concepts. The future of HR as a strategic advisor, with examples of how to graduate from metrics to analytics in: Recruiting effectiveness, Performance management, Talent retention, Comp and benefits, and Workforce costs Common pitfalls to avoid.

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7. #WFwebinar
Sarah
Sipek
Associate
Editor
Workforce
magazine
The
Datafica6on
of
HR
in
2016:
Gradua6ng
From
Metrics
to
Analy6cs

8. #WFwebinar
The
Datafica6on
of
HR
in
2016:
Gradua6ng
From
Metrics
to
Analy6cs
Dave
Weisbeck
Chief
Strategy
Officer
Visier

9. The Datafication of
HR: Graduating from
Metrics to Analytics
Dave Weisbeck, CSO, Visier
JANUARY 2016

10. Maximize your business outcomes, through your people
Analyze: Go from data
to insights
Align: Go from insights
to plans
Act: Go from plans to
outcomes

11. Where are our
recruiting
bottlenecks?
How can we
retain critical
employees?
What if?
How well did we
plan?
How do our total
workforce costs
breakdown in our
plan?
Should I give
my team
member a
raise?
What are our
total workforce
costs and how
are they
changing?
How can we connect
Total Rewards to our
bottom line?
How will
turnover
impact our
future
workforce?
Which
workforce
scenario will
best meet our
business goals
and budget?
Where should we
allocate people to
support the
business?
Which Critical
Talent is at risk of
resigning?
Who should I
promote?
Workforce Analy.cs
Workforce Planning
Visier
Workforce
Intelligence
Visier is about making both HR and the business better

12. Enabling
HR
and
your
business
with
Visier
could
be
the
most
impacEul
acFon
you
take
in
2016.

13. Agenda
1. Trends & drivers shaping the
Datafication of HR
2. The path to data-driven HR:
Climbing the Workforce
Intelligence Curve
3. How to graduate from metrics
to analytics in key HR
functional areas
4. Common pitfalls to avoid

14. What is driving the
change?

15. Aging workforce

16. Decreasing labor supply, reducing productivity

17. Tough
to
find
people

18. CEOs increasingly worried about finding key skills

19. Q:
To
capitalise
on
the
top
three
global
trends
which
you
believe
will
most
transform
your
business
over
the
next
five
years,
to
what
extent
are
you
making
changes
to
the
following
areas?
Talent Strategies is a top area of focus for CEOs

20. Great HR leads to great companies
“Eight
years
of
research
into
Watson
WyaT's
Human
Capital
Index®
(HCI)
has
consistently
found
a
strong
correlaFon
between
effecFve
HR
program
design
and
financial
performance.
Indeed,
the
link
goes
beyond
correlaFon:
Effec6ve
HR
programs
are
a
leading
indicator
of
financial
performance.”
Towers
Watson
We
found
that
companies
that
are
stronger
in
people
management
have
a
correspondingly
higher
financial
performance.
…
In
contrast,
companies
with
the
worst
financial
per-­‐formance
show
a
greater
need
for
acFon
across
virtually
all
27
HR
subtopics…
This
has
been
a
consistent
finding…
it
is
clear
that
the
most
successful
people
companies
consistently
outperformed
the
market,
by
nearly
100
percent.
Boston
ConsulFng
Group

21. What change?
Are we looking to make?
Is the business asking us to make?

22. 1996:
“Why
not
blow
the
sucker
up?
I
don't
mean
improve
HR.
Improvement's
for
wimps.
I
mean
abolish
it.”
2005:
“Aber
20
years
of
hopeful
rhetoric
about
becoming
"strategic
partners"
with
a
"seat
at
the
table"
where
the
business
decisions
that
maTer
are
made,
HR
professionals
aren't
nearly
there.”
2015:
“It’s
Fme
to
blow
up
HR
and
build
something
new.”

23. 301 executives from companies with
$1B or more in revenue from across
America— representing a wide range
of industries— took the survey
conducted on Visier’s behalf by Harris
Poll in February 2015.
Changing Expectation for HR Leadership

24. 63% say the most
effective CHROs come
from non-HR
backgrounds, like
Finance, or Operations.

25. 80% say their company
cannot succeed without an
assertive, data-driven
CHRO, who takes a strong
stance on talent issues and
uses relevant facts to deliver
an informed point of view

26. 78% say their company
cannot succeed without a
CHRO who takes on
responsibility for contributing
directly to business
performance

27. 362 responses, from companies with
more than 500 employees, to a Pulse
Poll conducted by Harvard Business
Review Analytic Services.
The statistical margin of error is 5.12
percent.
The majority (60 percent) are senior
business leaders.
The Changing Role of the CHRO

28. There is a gap between what CHROs do today,
and what they are expected to do

29. What the business wants, is what HR wants
A strategic HR organization, that
creates talent strategies that align to
business outcomes through the use
of data and analytics.

30. Becoming Strategic
HR leaders who are proactive users of data may have a better
chance of winning the CEO’s confidence.
HR Executive, Gaining their Trust, Sept 2014
Another key finding is that HR leaders will have a seat at the table for
strategic discussions only if they can demonstrate the business impact
of HR. …Our experience has found that data-driven, analytical HR
departments are more likely to play a strategic role in their
organizations, and the survey data supports this.
Boston Consulting Group, Creating People Advantage, 2014-15

31. “KPIs and Steering Tools” allow HR to play a more strategic role

32. What is the path to
data-driven HR?

33. HR’s Readiness to Take on Talent Challenges: Analytics one
of the biggest gaps
Culture and engagement
Learning & development
Diversity & inclusion
Talent acquisition
22%
28%
30%
31%
31%
32%
37%
38%
40%
41%
Reskilling HR
Leadership gaps
Performance management
HR Technologies
Workforce capabilities
Talent analytics
But only 22%
say they are “ready”
to effectively
leverage talent
analytics
75% of
organizations say
that talent analytics
is important
Source:
Global
Human
Capital
Trends
Study
2015,
DeloiBe

34. No improvement in capabilities from 2014 to 2015
5%
5%
4%
7%
8%
7%
Conducting multi-year workforce planning
Correlating HR data to business performance
Using HR data to predict workforce performance and
improvement
2015
2014
% of “excellent” ratings
Source:
Global
Human
Capital
Trends
Study
2015,
DeloiBe

35. Workforce Analytics
Stuck in Neutral
is

36. The Path to Workforce Intelligence Maturity
Reactive Standardized Focused Strategic
Workforce Intelligence Maturity à
BusinessValue
Respond to
data requests
Improve HR
processes
Align HR with
the business
Drive business
outcomes
©
Visier
2015

37. The Path to Workforce Intelligence Maturity
Reactive Standardized Focused Strategic
Workforce Intelligence Maturity à
BusinessValue
Respond to
data requests
Improve HR
processes
Align HR with
the business
Drive business
outcomes
©
Visier
2015
56% 30% 10% 4%
5% 10% 30% 55%
Current Capability:
Desired Capability:
(within 2 yrs)

38. Reactive Standardized Focused Strategic
Organizational
Focus Goal
Respond
to
people
data
requests
Improve
HR
processes
Align
HR
with
the
business
Drive
business
outcomes
Reach
in
users
Analysts
&
planners
Plus
HR
&
ExecuFve
Leadership
Plus
all
business
leaders
Plus
all
people
managers
Frequency
of
use
One
off
Monthly
reports
&
annual
plans
Plus
self-­‐service
analyFcs
&
monthly
plans
Plus
real-­‐Fme
analyFcs,
conFnuous
planning,
&
forecasFng
Functional
Capabilities
Technology
Spreadsheets
Spreadsheets
&
dashboards
Business-­‐specific
analyFcs,
what
if
scenarios,
&
collaboraFon
Plus
predicFve
analyFcs
&
workforce
modeling
Content
Standardiza6on
None
Basic
key
HR
metrics
&
headcount-­‐only
planning
Plus
metrics
&
analyFcs
across
all
HR
topics,
&
cost-­‐driven
planning
Plus
workforce
modeling
&
connecFng
to
business
outcomes
Visualiza6ons
Basic
staFc
charts
Basic
to
intermediate
staFc
charts
InteracFve,
purpose-­‐
built
visualizaFons
Advanced
interacFve,
purpose-­‐built
visualizaFons
Data
Management
Scope
Single
system
(e.g.
HRMS)
Limited
linkage
between
a
few
systems
(e.g.
HRMS
&
Payroll)
MulF-­‐system
integraFon
(e.g.
all
HR
systems
+
benchmarks)
Plus
Big
Data
(e.g.
business
systems)
Effort
Manual
(new
each
Fme)
Manual
to
create
&
update
Automated
&
single
source
of
the
truth

39. How to graduate from
metrics to analytics…
and from information to
insights and impact

40. Definitions

41. From good to great Workforce Intelligence
M E T H O D O L O G Y
approach, skillset, mindset
DOMAIN
problems,goals,target
§ Ask the right questions
§ Determine root causes
§ Connect findings to business
outcomes
§ Build plan to improve outcomes
§ Monitor plan & course correct

42. Domain: Going beyond talent outcomes,
to business outcomes
QUALITY
OF
TALENT
Right
people?
COST
OF
TALENT
Right
cost?
QUANTITY
OF
TALENT
Enough
people?
Collaboratively plan with
business stakeholders
Link HR planning to
business priorities
Monitor, forecast and
adjust plan
Learning
&
development
programs
Hiring
the
right
skills
Planning
key
roles,
skills
Right
roles,
skills
&
number
of
employees
Supply
&
demand
of
talent
Forecast
demand
for
talent
Current
costs,
and
projected
future
costs
Beyond
compensaFon,
to
total
cost
of
workforce
Aligned
with
budgets
BUSINESS
OUTCOMES

43. Methodology: Quantitative, data-driven HR: Connecting HR
& Business Outcomes through Workforce Intelligence
Analyze: Go
from data to
insights
Align: Go from
insights to plans
Act: Go from
plans to
outcomes
PrioriFze,
using
data-­‐driven
insights
Connect
HR
to
the
business,
to
improve
operaFonal
and
financial
performance
Hire,
develop,
retain…
based
on
your
plan
&
ensure
accountability

44. Retention
Analyze who is at risk of
resigning and how to retain
them.
Align on risk areas, resource
needs, driving mitigation
strategies.
Act on evolving plans in
response to changing market
conditions and business needs.
Retain
criFcal
employees,
to
improve
outcomes.

45. Retention
2016:
§ Analyze:
§ What is our historical resignation
rate? Who is at risk of resigning,
who should we retain?
§ Align:
§ What talent, how many
resources and when, are
needed to meet our business
goals?
§ Act:
§ Develop a workforce plan that
considers business strategy,
workforce needs, financial
constraints, and historic
resignation rates
2015:
§ React:
§ How many people have left,
and what is our turnover rate?
§ Turnover by type – voluntary,
involuntary, regrettable, etc.

46. METHOD: ANALYZE DOMAIN: QUALITY OF TALENT
“Who
is
likely
to
leave?”

47. METHOD: ALIGN DOMAIN: QUANTITY OF TALENT
“When,
and
how
many,
people
do
we
need?”

48. METHOD: ALIGN DOMAIN: COST OF TALENT
View subplan assigned to Emily O’Hara
METHOD: ALIGN
“How
do
I
engage
the
business
to
answer
how
many
and
when?”

49. METHOD: ALIGN DOMAIN: COST OF TALENT
“How
much
will
it
cost?
How
much
can
we
afford?”

50. METHOD: ACT DOMAIN: QUALITY OF TALENT
“What
is
the
right
acFon
to
keep
this
talent?
And
not
cause
me
to
risk
losing
other
talent?”

51. METHOD: ACT DOMAIN: QUALITY OF TALENT
“Will
I
create
excepFon,
or
was
this
decision
overdue?”

52. … AND CONNECT TO BUSINESS OUTCOMES
“How
do
I
show
the
business
impact
to
the
loss
of
talent?”

53. Common Pitfalls to Avoid

54. Bad Data?
“Bad” data is a fact of life
when it comes to HR
data
Data only gets good
when you shine a
flashlight on it
Do not let perfection be
the enemy of good-
enough
“Our data is
bad, worse
than most, and
we need to
clean it first….”

55. Not all decisions are equal: aim for the green zone
Impact
of
decision
Quality
of
data
Inefficient
Risky
decision

56. Data warehouse / Business Intelligence roadblock?
§ More than 50% of data
warehouse projects have fail
(Gartner)
§ Between 70-80% of
corporate business
intelligence projects fail
(Gartner)
§ The average price for a data
warehouse is $2.3M (IDC)
§ The time to implement a data
warehouse ranges from
12-36 months
Modern
Workforce
Intelligence
soluFons
will
not
require
you
to
build
or
manage
a
data
warehouse

57. HR system roadblock?
§ Transactional HR systems (e.g. your core HRMS)
are not designed for analytics
§ Siloed data & costly / complex data integration
§ Reporting engine, not analytics engine
§ Inability to perform multi-dimensional analysis
§ Incomplete view of workforce costs
§ Limited workforce planning

58. “…Unique
opportunity
for
HR
professionals
to
posiFon
themselves
as
fact-­‐based
strategic
partners
of
the
execuFve
board”
McKinsey
&
Company,
March
2015

59. Resources available at www.visier.com
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your
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