Hr analytics

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Hr analytics

  1. 1. HR ANALYTICSKevin D Carlson & Michael J Kavanagh EP JOHN 11397044
  2. 2.  Introduction OVERVIEW A brief history Contemporary HR analytics Main objective Using HR analytics Problem solving and decision making HR process efficiency Analytics basics Things to remember
  3. 3. INTRODUCTION Org decision making Integrated HRIS Y2K TQM, 6 Sigma, Lean Evidence-based management 1984 – Dr Jac Fitz-enz,Saratoga Institute
  4. 4. SHRM HR EFFECTIVENESS REPORT
  5. 5. CONTEMPORARY HR METRICS & WORKFORCE ANALYTICS  Expense  Cost & benefit  Learn from the past
  6. 6. MAIN OBJECTIVE Tell, what you want??? Existing reports??? Acknowledge???
  7. 7. USE OF HR METRICS & WORKFORCE ANALYTICS Metrics – data that reflect some descriptive detail about given processes or outcomes. Analytics – strategies for combining data elements into metrics and for examining relationships or changes in metrics. Importance – depends on the problems and opportunities that currently face its managers.
  8. 8. HR ACTIVITIES Reporting Dash boards Bench marking Data mining Predictive analyses Operational experiments Workforce modeling
  9. 9. PROBLEM SOLVING & DECISION MAKING  Decision making, is understanding of  the outcomes that one is attempting to achieve  the factors that influence those outcomes and their current states  knowing available tactical options and their costs
  10. 10. PROBLEM SOLVING & DECISION MAKING  Common & troublesome view  Struggle to determine what & how to report  Report large metrics, that may not be relevant.  Opportunity domains of HR expertise  Centers of excellence  Business partners  Process administration
  11. 11. COMPONENTS OF HR FUNCTIONALITY Business partner Process Centre of administration excellence
  12. 12. HR PROCESS EFFICIENCY Organizational effectiveness  The outcomes are the business units’ operational metrics i.e. Percentage of on- time deliveries, Operational downtime, Lost time accidents, Units sold or Cost per unit. (Operational effectiveness) Strategic realignment  Long term planning
  13. 13. MEASUREMENT METRICS & ANALYTICS BASICS Getting started  Increase organizational efficiency The role of Why???  Intermediate variable effects Putting HR metrics and analytics data in context  Trend information Reporting what we find  Push systems  Pull systems
  14. 14. PUSH & PULL SYSTEMS PUSH  email PULL  Posting HR metrics – company website  Offer of access to information  Access to information
  15. 15. THINGS TO REMEMBER Don’t DO METRICS Bigger is not always better Is a journey – not destination Be willing to learn Avoid the temptation to measure everything aggressively
  16. 16. HR METRICS & FUTURE Competitive advantage Effective organizational functioning Effective decision making Manage human Capital
  17. 17. RESEARCH PAPERS
  18. 18. HOW CAN ORGANISATIONS USE WORKFORCE ANALYTICS? Forward-looking workforce planning Managing talent acquisition Diversity effectiveness Talent potential & progression Proactive retention
  19. 19. WHAT ARE THE KEY SUCCESS FACTORS? Start small and build momentum Focus on capabilities Use existing technology investments Consider cloud to jump-start the effort Use what you learn
  20. 20. TYPICAL HR CHALLENGES No accurate view of workforce profile Lack of visibility in the effectiveness of HR programs Poor alignment of talent management strategy with corporate strategy No standard HR reporting infrastructure Time wasted gathering data to manage & report

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