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HCM Analytics summit 2015
The document summarizes the opening session of the First Human Capital Management Analytics Summit. It provides biographies of the two speakers: 1) Zahid Mubarik, CEO of HR Metrics and chief consultant for HCM analytics, introduced some of the key topics that will be covered in the summit such as the transition from administrative to strategic HR and using metrics and data to create business value. 2) Parvez Ghias, CEO of Indus Toyota Motors, discussed the importance of evidence-based management and using metrics and data to improve business performance and productivity.
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HCM Analytics summit 2015
- 2. Session 1: OpeningSession
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- 6. Session 1: OpeningSession Zahid Mubarik, CEO HR Metrics Parvez Ghias CEO, Indus Toyota Motors
- 7. Zahid Mubarik, CEOHR Metrics Zahid is CEO of HR Metrics and Chief Consultant for HCM Analytics. He served at senior management positions in banking and public sector. Zahid is founder leader SHRM Forum Pakistan, Member ISO Geneva Technical Committee 260 on HR Standards and Chairman National Mirror Committee on HR Standards Pakistan. In the past, he also had the privilege of being Member Special Expertise Panel HR Measurement Metrics SHRM US. A strong proponent of measurement and evidence based management; he introduced Human Capital Measurement Metrics in the region and also spoke at SHRM MENA sessions at Dubai and Abu Dhabi. Zahid played leading role in designing human capital measurement metrics for ISO standard during meetings at Washington during 2011, Melbourne 2012 and Amsterdam 2013 and Paris 2014. An internationally acclaimed thinker, writer and speaker, Zahid has spoken extensively at global and national conferences. His analytical HR papers and expert talks have been featured by international and national media including Microfinance Gateway World Bank Washington, CNBC, Daily Dawn and Business Recorder.
- 8. FIRST HUMAN CAPITALMANAGEMENT ANALYTICS SUMMIT Zahid Mubarik SHRM-SCP, GPHR, HRMP CEO HR Metrics and HCM Analytics President SHRM Forum Pakistan Chairman Technical Committee HR Standards Pakistan Member ISO Geneva TC 260-HR Standards Ex Member Special Expertise Panel-Human Capital Measurement Metrics SHRM USA
- 10. HR Cost orProfit Center
- 11. Why Analytics arePrevailing
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- 13. Administrative to StrategicHR How Exactly Do You Create Value for Enterprise
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- 15. Language of Businessis Number
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- 19. Economist 2012 • Asignificant proportion of respondents believe that their HR is overly preoccupied with a narrow HR agenda. Forty-one percent think their HR is "too focused on processes and rules“ and 37% say that they don't "understand the business well enough".
- 20. “The Economist 2012” Althoughthe HR function is believed to perform well within its own parameters, some doubts remain about its commercial understanding of the wider business. This indicates that HR has not completed its transition from administrator to strategic partner in the eyes of the CEO.
- 21. Relationship Between CSuite and HR 21 Oracle IBM Sponsored Research by Economist May 2012
- 22. Investor HR Standards •Ability to Retain Talent Index • Leadership Depth Index • Leadership Quality Index • Employee Engagement Index • Human Capital Discussion and Analysis
- 23. Transformation Journey • Accountingto Finance • Sales to Marketing • Procurement to Supply Chain • Administration to Strategic HR
- 24. Performance Management Model Consistentand Formal Measurement
- 25. 25 HR Measurement Model Costper hire Time to hire Numbers hired Premature Turnover Performance Index Compensation per staff Time to respond to a request Number of grievances Litigation rate Employees satisfaction Index Cost per trainee Training Hour per Staff Numbers trained Below acceptable skills Supervisor Satisfaction Index Cost of Turnover Turnover by Service Tenure Voluntary turnover rate Positions without ready backup Turnover reasons follow up Index HIRINGHIRING SUPPORTINGSUPPORTING DEVELOPINGDEVELOPING RETAININGRETAINING COSTCOST TIMETIME VOLUMEVOLUME QUALITYQUALITY USERUSER SATISFACTIONSATISFACTION DIMENSIONSDIMENSIONS Financial Gain/Loss Financial Gain/Loss Financial Gain/Loss Financial Gain/Loss FINANCIALFINANCIAL IMPACTIMPACT
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- 27. Industry CHRO Network •Writing Measurable KPIs for verifiable alignment between employees and organization performance. • Developing a Business Case by using NPV and IRR to determine financial impact of HR investments. • Pakistan case studies showing successful approaches for smooth transformation to HR analytics without pitfall. • Human Capital Benchmarking Survey Plan 2015.
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- 30. Contribution in WealthCreation Cycle EFFIENCY, EFFECTIVENESS, OUTCOME Simple Complex Least Highest Payoff
- 31. HR Impact onBusiness SYSCO Video
- 34. Parvez Ghias– CEO,Indus Toyota Motors Parvez Ghias is the CEO at Indus Motor Company Limited, a leading automobile manufacturer in the country of Toyota brand vehicles. He holds a Bachelor Degree in Economics and is a fellow of the Institute of Chartered Accountants in England & Wales. Parvez Ghias also serves as an independent director on the boards of Standard Chartered Bank (Pakistan) Limited, Dawood Hercules Corporation and Injaz Pakistan.
- 35. Evidence Based Managementin HREvidence Based Management in HR Leads to Better Business ResultsLeads to Better Business Results Parvez Ghias CEO Indus Motor
- 36. Key Corporate ResourcesKeyCorporate Resources HRM = Maximizing utilization of people
- 37. In God wetrust,In God we trust, all others bring data!all others bring data! MetricMetric AnalyticAnalytic
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- 39. Salaries as %of Operating ExpensesSalaries as % of Operating Expenses Industry Median Per Cent Financial Service 70% Healthcare 52% Companies for Profit Average 50% Durable Goods Manufacturing 22% Construction and Mining 22% Oil and Gas 22% Retail and Wholesale 18% Source: SHRM (US data)
- 40. HR Analytics –3 Critical QuestionsHR Analytics – 3 Critical Questions
- 42. Embedding TWHRM SustainabilityEmbeddingTWHRM Sustainability @ Toyota – Indus Motor@ Toyota – Indus Motor
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- 44. Long Term Prosperity ToyotaWay Hoshin Kanri A D P A D P A D P A C D P A C D P A C D P PDCA Building Consensus thru A3 Reports CC C Maximum Performance Toyota Business Practices On the Job Development Toyota Way Principles & PracticesToyota Way Principles & Practices Continuous Improvement Continuous Improvement Respect for People Respect for People
- 45. Unleashing HR TalentUnleashingHR Talent Development Index 145 Nepal 146 Pakistan 147 Kenya 2030 230M
- 47. Session 2 Jahangir Piracha- Vice President Manufacturing, Engro Polymer & Chemicals Tariq Mohar- Deputy CEO, Tameer Bank
- 48. Jahangir Piracha iscurrently working as Vice President - Manufacturing at Engro Polymer & Chemicals Ltd. He has previously worked as General Manager Human Resource & Corporate Services, also with the same company. His previous assignments with Engro were, as the Production Manager and HSE Manager at Engro Fertilizer Limited. Prior to joining Engro, he has worked for ICI Pakistan Ltd. Jahangir has 25 years of corporate experience in various aspects of Operations Management, Process Engineering, HSE, HR and Procurement. He received his bachelors' degree in Chemical Engineering from the University of Engineering and Technology, Lahore, Pakistan. Jahangir Piracha - Vice President Manufacturing, Engro Polymer & Chemicals
- 49. HR Analytics By: Jahangir Piracha,VP Manufacturing, Engro Polymers & Chemicals Limited.
- 50. Workforce Analytics? • Humancapital is one of the least measured and analyzed investments, despite the fact that more than 70% of company costs are labor related • Executives are realizing that they do not have a firm grasp on the characteristics and capabilities of their workforce • Investors are asking for ‘human capital’ statements to be included as part of annual reports because human capital drives the performance of all other assets • Need to justify how workforce investments impact business performance
- 51. Why to MeasureHR ?
- 52. Levels of Analytics Standardreports What happened? When did it happen? Ad hoc reports How many? How often? Where? Query drilldown Where exactly is the problem? How do I find the answers? Alerts When should I react? What actions are needed now? Forecasting What if these trends continue? How much is needed? When will it be needed? Predictive modeling What will happen next? How will it affect my business? Statistical analysis Why is this happening? What opportunities am I missing? Optimization How do we do things better? What is the best decision for a complex problem?
- 53. Journey at EPCL Need •Access to data • Accuracy of data • Fact based decisions • Alignment to business needs • Tangibility • Accountability Process • Correlated business data and people data to establish important connections • Monitored the impact HR department had on the organization as a whole • Established a cause-and- effect relationship between what HR does and business outcomes • Created strategies based on that information Outcomes • Policies revised • SOPs developed • HR strategies developed for: • Retention • Engagement • Talent Management • Hiring • HR Service factor enhanced / measureable • KPI driven processes
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- 55. Tariq Mohar ispresently the Deputy CEO of Tameer Micro Finance Bank Limited. He joined the Bank as a founder member in 2005. Has been the key player to pragmatically evolve its operating model that is logistically self- contained to drive the business with economies of scale, supported by innovative integration of technology for extended outreach through branchless banking, that can carry the bank to every home in Pakistan. Tameer is now the market leader in terms of its reach and bottom line results. Before joining Tameer, he was the Group Head with United Bank Limited and also served with Citibank Pakistan as its Country Collections Head and later Head of Branch Banking / Distribution. Tariq Mohar- Deputy CEO, Tameer Bank
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- 58. Tahir Jawaid, S.V.PCorporate Services & New Venture Mr. Tahir Jawaid is the Senior Vice President Corporate Services & New Venture of Hubco. He is primarily responsible for HR, CSR, Admin & Procurement & New Ventures. Before joining Hubco Mr. Tahir Jawaid was the Senior Vice President, Human Resources and Public Affairs of Engro Corporation Limited. Mr. Jawaid holds a Master of Science in Industrial Engineering from the University of Houston, USA and a Bachelor of Science in Mechanical Engineering from the University of Engineering & Technology, Pakistan
- 59. Shafique Uqaili, ChiefHR, Allied Bank Ltd. Shafique UQAILI is Chief HR at Allied Bank Limited. Earlier he was Director HR of Makro Cash & Carry and has worked for Bata Pakistan Limited for about 3 years as Head of HR. He has also worked as Head of Human Resource and General Services for Servier. He holds MBA, HR Specialization and MS, Computer Science from Florida Institute of Technology.
- 60. Gohar Alam, HeadHR, Bayer Pakistan
- 61. Rukhsana Asghar, CEO,Fulcrum Private Ltd. Rukhsana is the Founder and CEO of Fulcrum Business Consulting. She is responsible for providing leadership and strategic direction for the company. For more than 30 years, Rukhsana has been at the forefront in the field of Human Resources in Pakistan and is one of the leading Human Resource professionals with core experience in senior Human Resource positions with top multinational companies (Unilever, Citibank and UBL) coupled with management consulting experience in the local corporate, multinational and public sectors.
- 62. Join us forthe Learning Week May 18-22, 2015, Marriott, Karachi
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Editor's Notes
- #14 Journey from Resource to Capital Resource: Something that can be used for support or help. An available supply that can be drawn upon as needed. Capital: An asset or advantage. Material wealth used in the production of more wealth. How many times we heard that people are asset and how many have you seen on paper with calculation 70% of operating cost. Return on shareholder value. Shifting focus from activities to outcome. Strategic: Identification of long terms goal and means of achieving them. Being strategic is: having a measureable impact on the things that are the most important to an organization- the corporate goals and objectives (improving customer service, faster product development, increasing market share, stock prices or employee productivity). Language of business and partner at decision table on how to add value to shareholder value.
- #15 Capitalist Economy: Creation of goods and service for profit. Socialist Economy: A socialist economy is based on some form of social ownership, which includes public ownership and independent cooperatives. Asset: which produces positive economic value. Liability: Something that is a hindrance or puts an individual or group at a disadvantage, or something that someone is responsible for, or something that increases the chance of something occurring
- #31 ORGANIZATIONAL PERFORMANCE VIEW Cost benefit assumptions are important for support function as they do not have cash transactions like sales
- #55 HR need to forecast critical social, legislative and people trends, leading the organization in implementing programs that have front-line buy-in and really matter to the business