This document discusses how metrics can drive workforce transformation and enable HR to support organizational priorities. It argues that metrics should measure both operational effectiveness and strategic impact. Leaders increasingly need HR metrics to make data-driven people decisions. Real-world examples from the Navy demonstrate how metrics can analyze personnel readiness, incentive programs, and budget planning. The presentation advocates developing a "workforce intelligence architecture" using metrics and analytics to understand resource allocation, focus practices, and demonstrate return on investment from HR activities.
The next generation of HR transformation will see a strategic shift that incorporates services either new or non-traditional to HR functions, like – workforce planning, talent management, mergers and acquisitions, global workforce security, change management and global mobility.
With many solutions available on the cloud now – end-users have more choice than ever, so are there particular value add functions that you offer which tends to get people engaged?
The next generation of HR transformation will see a strategic shift that incorporates services either new or non-traditional to HR functions, like – workforce planning, talent management, mergers and acquisitions, global workforce security, change management and global mobility.
With many solutions available on the cloud now – end-users have more choice than ever, so are there particular value add functions that you offer which tends to get people engaged?
HR is being looked as a key business function and no more a support function, responsible for delivering its contribution towards achieving business results. Presenting here my comprehensions of different facets of HR.
Its almost a prerequisite to ask "Why" we are doing " What" we are doing. This way we define 'value' to be delivered before we plan execution. So this value proposition starts with why followed by what & how. The last column gives expected business benefit out of what we do and how we do it.
Let me have your feedback to enhance it further.
Regards,
Prashant
HR Metrics & Analytics for Strategic Decisions Making Summit 2016 Erika Aligno
As an extension of the 15th annual HR Metrics & Analytics event held in Florida USA, IQPC is pleased to announce the Australian customised event, HR Metrics & Analytics for Strategic Decision Making 2016.
Most HR Measurement Initiatives Aspire to Align HR and Corporate Strategy and to
Enable Managers to Make Better Workforce-Related Decisions.
But most organizations are capturing thousands of pieces of data about their workforce, and it can be hard to focus on what really matters. Here is the focus 5 metircs of HR measurement that will help you to make better decision of worforce-related matter.
Learning & Talent Analytics: Integrating Business Metrics to Show the Value o...Human Capital Media
Understanding the results your talent and learning programs have on your organization’s top and bottom line often define success of the programs. So having effective tools to track and analyze learning and talent management programs together is key. Learn how integrated analytics can make your organization’s learning and talent management programs more effective and demonstrate the impact on the top and bottom line.
This presentation is a sales pitch to use when trying to convince a corporate leader to pursue a strategic human capital management project. It includes quotes from independent and vendor research to make the case. Those points are followed by questions that create face validity for the project. The final section outline the high-level steps required to execute the project. The original slides include a lot of detail in the notes sections.
This presentation includes key research into the value that human resources teams can provide through strategic, competency-based talent management practices.
In today's fast changing and challenging world of HR. Organizations are focusing on HR Metrics & Analytic's than ever before. It has evolved from centuries and its importance is growing day by day. It has a very crucial role to play for the success of an Individual & an Organization. If we practice this powerful tool it will change the things in and around and can show what it can do....
I thank you for your time and reading my presentation. Your valuable feedback and suggestions are appreciated.
Corporate Recruitment 2020 Maturity Model Feb 2017 Gareth Flynn
Corporate Recruitment / Talent Acquisition Maturity Model - How Talent Acquisition will evolve in the next 5-8 years. A Model developed by TQSolutions and PwC with input from industry.
Compelling forces in the business landscape drive the need for Integrated
Talent Management
Research shows that companies with stronger Human Capital
Management outperform in both Total Return to Shareholders and
Annualized Return to Shareholders
Human Capital Management is a Leading Indicator of financial
performance
Significant improvement in engagement for the typical S&P 500
company is associated with an increase in revenue per employee of
$4,675 or over $93M per year.
In addition, significant demographic and other trends will continue to drive
talent scarcity
Cost of Talent Acquisition and impact of losing Talent are both increasing
Talent Management is a key driver of Line of Sight and Employee
Commitment – both of which strongly correlate with improved company
performance
In-depth discussion of HR Key Performance Indicators - selecting, measuring them, and designing tracking and decision processes to enable a strong, sustaining competitive advantage in your business... This deck was presented on 4-7-2015 as part of a BLR sponsored Webinar .
HR is being looked as a key business function and no more a support function, responsible for delivering its contribution towards achieving business results. Presenting here my comprehensions of different facets of HR.
Its almost a prerequisite to ask "Why" we are doing " What" we are doing. This way we define 'value' to be delivered before we plan execution. So this value proposition starts with why followed by what & how. The last column gives expected business benefit out of what we do and how we do it.
Let me have your feedback to enhance it further.
Regards,
Prashant
HR Metrics & Analytics for Strategic Decisions Making Summit 2016 Erika Aligno
As an extension of the 15th annual HR Metrics & Analytics event held in Florida USA, IQPC is pleased to announce the Australian customised event, HR Metrics & Analytics for Strategic Decision Making 2016.
Most HR Measurement Initiatives Aspire to Align HR and Corporate Strategy and to
Enable Managers to Make Better Workforce-Related Decisions.
But most organizations are capturing thousands of pieces of data about their workforce, and it can be hard to focus on what really matters. Here is the focus 5 metircs of HR measurement that will help you to make better decision of worforce-related matter.
Learning & Talent Analytics: Integrating Business Metrics to Show the Value o...Human Capital Media
Understanding the results your talent and learning programs have on your organization’s top and bottom line often define success of the programs. So having effective tools to track and analyze learning and talent management programs together is key. Learn how integrated analytics can make your organization’s learning and talent management programs more effective and demonstrate the impact on the top and bottom line.
This presentation is a sales pitch to use when trying to convince a corporate leader to pursue a strategic human capital management project. It includes quotes from independent and vendor research to make the case. Those points are followed by questions that create face validity for the project. The final section outline the high-level steps required to execute the project. The original slides include a lot of detail in the notes sections.
This presentation includes key research into the value that human resources teams can provide through strategic, competency-based talent management practices.
In today's fast changing and challenging world of HR. Organizations are focusing on HR Metrics & Analytic's than ever before. It has evolved from centuries and its importance is growing day by day. It has a very crucial role to play for the success of an Individual & an Organization. If we practice this powerful tool it will change the things in and around and can show what it can do....
I thank you for your time and reading my presentation. Your valuable feedback and suggestions are appreciated.
Corporate Recruitment 2020 Maturity Model Feb 2017 Gareth Flynn
Corporate Recruitment / Talent Acquisition Maturity Model - How Talent Acquisition will evolve in the next 5-8 years. A Model developed by TQSolutions and PwC with input from industry.
Compelling forces in the business landscape drive the need for Integrated
Talent Management
Research shows that companies with stronger Human Capital
Management outperform in both Total Return to Shareholders and
Annualized Return to Shareholders
Human Capital Management is a Leading Indicator of financial
performance
Significant improvement in engagement for the typical S&P 500
company is associated with an increase in revenue per employee of
$4,675 or over $93M per year.
In addition, significant demographic and other trends will continue to drive
talent scarcity
Cost of Talent Acquisition and impact of losing Talent are both increasing
Talent Management is a key driver of Line of Sight and Employee
Commitment – both of which strongly correlate with improved company
performance
In-depth discussion of HR Key Performance Indicators - selecting, measuring them, and designing tracking and decision processes to enable a strong, sustaining competitive advantage in your business... This deck was presented on 4-7-2015 as part of a BLR sponsored Webinar .
Joanna Harrop, HR Expert Speaker at HR Summit and Expo 2017 "Efficient and co...Joanna Harrop
Joanna Harrop worked as an HR Business Partner and senior HR professional in all areas of HR to include transactional, transformational and project management in several corporations. Over the years Joanna developed a particular interest and expertise in organisational change and development supported by an effective and cost efficient HR performance.
Effective Human Resource ManagementPurpose of the pr.docxSALU18
Effective Human Resource Management
Purpose of the presentation
Improved performance and the role of Human Resource Management is more and more popular topic. Business pressures are ever-increasing, and firms are now required to become more effective and efficient as well as executing better business strategy so as to remain competitive (Sims, 2002).
The presentation aims at highlighting the SWOT analysis, recommendations on how to add value to an organization as far as the from employee performance, workflow and the flow of information are concerned.
SWOT analysis
Active wellness program
Strong leadership
Annual performance goals set for each employee for bonuses
Professionalism
High instances of workers’ compensation claim
Financial cutback
Weaknesses
Strengths
SWOT Analysis
Opportunities
Last year’s strategic planning process identified knowledge management as an area for organization-wide improvement
Ongoing exploration of Canadian and European markets
Addition of idea blogs to the company’s intranet
Improved exit interview process.
Threats
A layoff of newly hired employees which is likely to harm the company’s reputation in the society and render recruiting difficult when the economy grows.
Because the staffing forecast is based on sales numbers, which is inconsistent, The hiring freeze may not be sufficient.
Heavy reliance on one client is a significant worrying source for the Managerial team.
Proposed recommendations
Creating of emphasis on Employee Development
One of the organizational goals has been to be a strong supporter of employee development.
The employees are encouraged to attend training seminars with tuition reimbursement available for college-level courses that are related to every employee’s particular task.
New Pay Structure:
The organization should ensure a Broadband pay structures that would encourage the development of broad employee skills since non-managerial jobs would be appropriately valued and skill Development rewarded (Sims, 2002).
Additionally, a broadband pay structure can stand a changing market and pricing conditions, hence less costly to administer and manage over time. They also provide significant non-promotional income opportunities for workers
Proposed recommendation
New Training
A company can improve its employee training by the use of instructional media which can support both near and far training. Self-management strategies like goal-setting can help learners plan about how they will use their knowledge and skills in the work set up (Lawler & Boudreau, 2015).
Involving managers and peers to support training transfer offer learners with opportunities to apply their newly acquired skills in their work practically.
Value added
The recommendations add value to the areas of people, performance, information
and workflow. For instance, announcing more opportunities and the training enables
sharing of ideas. It improves efficiency (Scarpello, 2008) ...
6.18.pdfChapter 1 TopicsThe Next Generation HRCorey .docxevonnehoggarth79783
6.18.pdf
Chapter 1 Topics
The Next Generation HR
Corey Wicks
Sara Elnour
MGMT 3010
Summer 2014
Virg
HR Fundamentals (Corey)
• HR (Human Resource) function- Window through which to observe a
business.
Approach: “Tell us about your business”
• Translate external issues into internal actions.
• HR is not the business, HR supports the business (creates value).
• HR professionals need to understand the business.
HR Stage 1-
Administrative duties (Employee Compensation, Attendance,
Pension/Retirement, Employee Recruitment)
HR Stage 2-
Sourcing, Rewards, Training, Communication
HR Stage 3-
Integration (Simultaneously work with different functions
such as Finance, Marketing, Operations).
Heightened Individual Attention (Work Place Environment,
Personality Screening-Myers Briggs)
HR Stage 4-
Realize External Business Conditions “HR from the outside
in”
HR working from the outside, in (Corey)
• Employee Placement/ Promotion- Based on customer expectations
“employees our customers want to work with”
• Training from the outside- customers, suppliers, investors, regulators help
design training programs
• Rewards from the outside- customers (determine best performing
employees) & investors
• Performance Review- customers & investors asses performance standards
• Communication from the outside- Employee messages shared with
customers & investors
• Culture from the outside- identity of business from customer’s perspective
Macro-environment that affects HR (Corey)
• Society (changing LGBT policies)
• Technology (Electric Vehicles, Solar power)
• Economies (U.S. Housing Bubble)
• Politics (Arab Spring 2011)
• Environment (Hurricane Katrina-Damage businesses, affect business
suppliers)
• Demographics (China’s one Child Policy-population control)
Business Stakeholders (Corey)
• Definition: Those that have an interest or concern in a business.
• HR Function: Create and deliver expectations to each stakeholder
http://www.bing.com/images/search?q=business+stakeholders&FORM=HDRSC2#view=detail&id=5C7DAB2DDB20BC5F3666B8959CBB75DF47EF7AE6&selectedIndex=3
Business Strategies (Sara)
• managing risk-operational, strategic and financial
• global positioning- conducting business worldwide
• managing a globally diverse workforce- increase culture, increase
the ideas
• adapting or change
• collaborating across boundaries- increase product ideas and
innovation
HR Transformation (Sara)
• HR is now focusing more on customers, suppliers, managers,
owners and the community
• HR is now more integrated in many business support functions
• HR is focusing more in delivering value to the company
Concl.
3. What are we going to cover? What are leaders asking of the HR organization? How do metrics support this? The role of Metrics as an enablement mechanism in HR Transformation Are you measuring the right things? Real world examples In other words Which key data should be shared and highlighted to your executive team Review your data to determine what changes will spur new innovation and growth (Transformational data) Architecture & tools to help accomplish this Understand where your workforce resources should be allocated What does it look like
10. We embed metrics into everything we do, both HR metrics and performance metrics.
11. 30+ years corporate experience driving HR TransformationRussell Klosk, MBA, SPHR, GPHR Paul Thornton, Ph.D. We are a leading provider of professional, technology and management services. Advise | Design | Integrate | Deliver
12. Organizational priorities are changingShift from transactional to strategic Mission attainment is leadership’s top priority - and innovation is required to enable it Responsiveness and agility are the new key competencies, requiring innovation across three areas: Offerings and services Operation of core functional areas Overall enterprise model (especially collaboration) Operatingmodelinnovation is becoming as important as traditional offering and service innovation. Organizations that outperform focus on this But, collaboration and model reinvention require strong leadership of change, notably in the areas of: Culture Rewards Integration of process and technology Source: 456 CEOs, IBM Global CEO Study, 2004765 CEOs, IBM Global CEO Study 2006
13. The Question Leaders Aren’t Asking How do I make decisions about human resources with the same rigor as I do about finance or operations? What types of metrics and dashboards empower me (leaders) to accomplish this?
43. Learning BTO and system outsourcing, maintenance and hostingData is used to spur new innovation and growth (Transformation) Identifies areas of focus, and areas for improvement
44. Workforce Intelligence Architecture “Tie HR to the business”(strategic impact) Business Analytics “Monitor HR performance”(operational effectiveness) HR Metrics “Run the department”(transactional efficiency) Workforce Reporting
45. Using “Workforce Intelligence” as Your Tool This will insure that … Operational reporting is more comprehensive and efficient Individual application data is integrated You have desktop reporting tools Graphically-rich information is easily utilized Dashboards are user specific You can measure progress against benchmarks and internal targets HR practices and investments can be aligned with enterprise goals Relationships between investment and results can be demonstrated Efficiency Transactional Effectiveness Operational Strategic Impact
46. Do we really measure the HR Value Proposition Actual HR Measures (tactical) Headcount Turnover Rates Succession Candidates Time-To-Fill, Train, On-Board, Utilization Training Hours Cost Reductions Training Completed Grievances Client Satisfaction Surveys Performance/Potential Ratings Productivity per employee Best Practices Recognition Human Capital Objectives (strategic) Driven to Win Leaders Flexible Embracing Risk Self Developing Creative Fast Global Engaged Mission Aligned
47. Value Creation Increasingly Dependent on the “Talent” market Measure what you need Value Creation Strategy SMART ≠ MOTIVATED EXPERIENCED ≠ PRODUCTIVE AGGRESSIVE ≠ EFFECTIVE CHARMING ≠ CONSTRUCTIVE Product / Service Financial Talent Value Analysis in this Market is Critical
48. Change Brings Opportunity A revolution in the way people are valued in the workplace. Instead of treating people as units of cost, measure and maximize their strategic value to the enterprise. ‘Headcount’ gets cut. ‘Infrastructure’ gets attention! From Transactional to Strategic Human Resources to Human Infrastructure
50. Business Analytics Understanding how your workforce resources are allocated is what the analytics do for you. Identify top workforce drivers and allocate appropriate investments to drive company success. Align workforce performance with business strategic goals. Focus workforce practices on critical business success levers. Focus is on certifications, qualifications, competency and performance, measure not only performance but potential, maximize investments.
51. So what do we tell to leaders? What the workforce is capable of, What the workforce needs to evolve to, How successful are we executing, Where does $’s spent generate the best results, How should we form teams, Who, when, where, Where & How should work be performed and measured, What & How do we reward & recognize, Which employees are the future and how do we get them what they need to get there.
52.
53. Some more examples Navy Budget Process Issue: Navy submits a Five Year Defense Plan and Program Objective Memorandum to justify budgetary requirements. Personnel costs, direct and supporting, represent a significant portion of the overall budget. Costs are driven by both internal and external factors. Solution: Developed predictive forecasting models allowing policy analysis and resulting strength and budget requirements (planning) and execution tracking models which allow month to month analysis (expenditures to target) Metrics: Annual and monthly strength, Costs, Readiness levels US FBI Strategic Planning Issue: The FBI recognized the changing nature of crime and trends would require reorganization and realignment. Solution: Developed a workforce strategic planning model which allowed analysis to develop future scenarios (requirements), forecast the gaps between the projected existing and future requirements and solutions for closing the gaps Metrics: annual gains, promotions, losses, experience levels and gaps by scenario
An overview of what we’re going to cover today. We’ve taken an approach that may be a little different from the others that you’ve seen, while we are going to go through our technical approach to all of the tasks and address the key elements of your evaluation criteria we are going to shuffle the order slightly. We understand from your instruction that you may chose to award this contract to either a single vendor, or break parts of it into multiple awards. While we firmly believe we are positioned to produce maximum efficiencies and optimal results to VA as a single provider, and that this is the best approach for the VA to take we also see the benefits to the government in multiple awards and are prepared to deliver world class results in either structure. As you here our technical approach you will see that we have shuffled the order somewhat as we believe there are core elements, such as the underlying competency model, communications and change management, that are foundational to the entire effort and which must be executed on effectively in order for success to be achieved in any of the tasks and regardless of who has ultimate responsibility for each individual tasking.
This is what leaders should be asking, if they aren’t HR needs to help them understand why they should, and how HR can support answering these questions through the use of metrics & analyticsBecause HR needs to play this role for sr. leaders the competency models are shifting, we as practioners, need to get smart on what competencies we need
The model is not as important as the expertise on how to Models such as LAMP have been around for a long time, we use lamp as a guiding framework, but it is entirely about the execution, not the model. Understanding what you are trying to get to, and more importantly why you are trying to get to it allows you to look at the different elements of this, or any other, framework in the right way.
So what metrics do I want to pull. We are pulling all kinds of employee data into our systems. As you look at the different HR missions you just need to look at what your trying to do, and then pick metrics that help empower measurment of results in that function.Impacts the futureDemonstrate the value of current and past workforce investments to guide prioritization and decision-making.Optimizes assetsUse workforce investments to drive competitive advantage.Connects the dotsTie workforce performance to enterprise key performance indicators (KPI’s).Delivers efficient & accurate reportingQuickly deliver accurate reports across the enterprise through a variety of channels.Provides contextHelp leaders to better understand effective behavior, measure and improve results, and provide feedback.Once you’ve determined what you want to measure and how that drives to your focus, how do you actually dilineate what will get you there
You still need the tactical level markers & measurements, but it is about shifting the conversation to the strategic. We all know what the items on the right say, but it is the items on the left that enable organizations to drive mission. The shift of how you use the tactical data points to drive the strategic mission is the art.Illustrative examples of some possible metrics. These are the outcomes from Workforce Intelligence Architectures and tools like LAMP, you get metrics that can answer the questions on strategic measures like these. Focus on the difference from tactical to strategic.What I hope you’re all thinking about now is not the measures of the past on the right, but the metrics of the future on the left
Most organizations are straddling the line. We are reported and measured to death, we have 360 reviews, and dashboards, etc. but we’re still functioning as a transactional organization, what the power of analytics is revolves around how you apply the data, how you change the relationship of what you do with the data to drive transformation of the workforce.We still do both, but in a more mature organization the balance of where time is spent shifts more to the strategic and less on the tacticalMost organizations today spend 80-90% of their time providing service, 10-20% assisting decision enablement, the delta is to shift the balance to more of a 50/50 proposition
Summation of everything we coveredRe walk through salient pointsSo now lets talk about some real life examples