The document discusses the growing importance of HR analytics and tools. It notes that HR analytics can help identify opportunities for HR impact, support organizational strategic planning, prioritize HR investments, demonstrate the bottom-line impact of HR practices, and help managers make better workforce decisions. Additionally, the document outlines how HR analytics and tools are transitioning from functional performance metrics to more predictive strategic measures. It provides examples of analytics areas like retention, training, talent acquisition, and strategic workforce planning tools that organizations can use.

1. HR Analytics and Tools
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From Information to Insight…
Presented By Bhaskar Das
Das,
Cognizant Technology Solutions
Pune Chapter Annual Conference 2008 1

2. Key Goals of HR Analytics and Tools
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• To identify opportunities for HR Impact
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• To support Organizational Strategic planning
• To prioritize HR investments and actions
• To demonstrate the bottom-line impact of HR practices
and programs
• To enable managers make better decisions regarding
workforce management
• To better align HR strategy with corporate strategy
g gy p gy
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3. HR Analytics – The Transition
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Functional Performance
Communicating information about HR effectiveness in supporting organizational objectives in terms
that are relevant to business managers.
Human Capital
HR’s performance in specific areas in comparison with the performance of other HR organizations.
Predictive Strategy-Support
Analyze HR impact on organizational profitability.
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4. HR Tools – The Transition
Functional Performance
System driven processes and workflows
Human Capital
Extensive process automations, self-service delivery
Predictive Strategy-Support
Enterprise wide
Enterprise-wide systems and data mining
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5. Need to maximize the business impact of HR
analytics and tools
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Why Information to Insight? What the CEO wants most?
• Analytics can offer precision
Increasing and allow you to target and
Economic carve out inefficiencies
Constraints
Greater • Effective HR Analytics have
Accountability become imperative to
for Human demonstrate accountability
Capital for human capital
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Heightened • Need for high value HR
Organizational Analytics data to the CXO
Emphasis on HR organization
Metrics
• Analytics are the tools HR
Move from needs to make strategic
Transactional to partnership with the line a
Strategic Role reality.
reality
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6. Changing times bring about a need for increased
sophistication of measurement capability..
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7. Changing trends in HR Applications
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• Enterprise-wide systems, self-service delivery, streamlined process
automation and data mining h
t ti dd t i i have t transformed th way th f
f d the the function
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serves the corporation and the number of people required to do it.
• Most of the breakthroughs to date have focused on increasing HR
efficiency and reducing h d
ffi i d d i headcount. R d tit Reductions of 50 percent or
f t
more are not unheard of.
• In the past, the biggest money savers have been automation of
administrative t k
d i i t ti tasks.
• In the future, the largest efficiency gains will come from replacing
business interaction with HR practitioners with a technology
interface.
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• The Web makes this possible, offering a user-friendly interface
capable of sparking business managers usage.
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8. Cognizant Analytics approach – ‘HRTIPS’
Centralize Provide deep
and automate
subject
s bject matter expertise
e pertise Ensure service
transactions
Business through
to value add employee levels and fit to Business
Shared life cycle processes business need results
plans
services and through through
Self
S lf service
i Centers of Delivery Teams
solutions Excellence
GIS SS PM/RR GWFM TIPS TAG
G TM
Analytics needs are
Analytics needs are more
Analytics needs are more predictive of new
focused on results and
more compliance trends and support
delivery – Balance
centric strategic decision
scorecard approach
d h
making
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9. Representative sample of Analytics..
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Service Talent
Retention
R t ti Training
T i i Strategic
St t i
Delivery Acquisition
• Attrition Rate • Average • Talent Manager • Source • Customer
• Retention rate training hrs per Scorecard Breakdown Satisfaction
• Voluntary vs.
vs FTE • Manager • Ageing Analysis surveys
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Involuntary • Feedback Scorecard • Cost per hire • Business
• Attrition reason Analysis and • Talent • Joining Ratio Effectiveness
breakdown effectiveness Engagement Surveys
• Fulfillment
• Employee • Gap Analysis – Index index • Departure
retention index Training needs
g • Employee Susceptibility
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• Yield per
vs. training Satisfaction Framework
• Cost of campus/recruit
accomplished Surveys
replacement ment drive
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10. Some tools that Cognizant uses to enhance
Operational and Strategic decision making…
O ti l d St t i d i i ki
Operational Tools
Strategic Tools
• Workforce Planning
– Insight Workforce management metrics • Workforce Planning
dashboard
• Talent Acquisition – E Forecaster to plan long term
– Resume Mirror , HCM Applicant manpower needs
Tracking, Talent 4 Future • Talent Acquisition
• Benefits Administration – HCM 8.9 e Recruitment
– PF tracker, Leave Management
• Talent Management
• Reward & Recognition
– Wah – TM Scorecard portal
• Talent Management – Career Compass
– HCM Performance Management • Retention
• Global Immigration – Departure Susceptibility Framework
– Wizza
• Payroll
– MyPay
• Training
– My Academy
Pune Chapter Annual Conference 2008

11. To summarize…
• The growing importance of HR Analytics can be attributed to the
need to cut costs and increase financial accountability in the slowing
economy, heightened organizational emphasis on the need for HR
metrics, and the emerging role of HR as a provider of strategic
business i t lli
b i intelligence.
• HR faces high demand from CEOs and senior business managers
for analytics that capture the impact of HR activities on business
performance. HR places equally hi h i
f l ll high importance on th
t these t
types of
f
measures, but only a small minority of organizations have ROI or
impact-related HR metrics in place.
• HR Analytics is a top priority th t is lik l t continue t grow i
A l ti i t i it that i likely to ti to in
importance. Organizations will increase investments in HR metrics
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12. To summarize…
• HR must develop two new capabilities in order to ensure the
creation and adoption of cutting-edge d i i
ti d d ti f tti d decision-support tools:
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– Product innovation (along the lines of a software development firm) that
includes technology scanning, prototype testing with the line and
continuous improvement of HR tools
tools.
– “Seamless” delivery of best-in-breed applications to line managers,
probably through Web-enabled direct access to Human Resources
Management Systems (
g y (HRMSs). )
• Fortunately, solutions to the twin goals of dis-intermediating HR and
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providing leading-edge management support tools directly to
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managers often are the same. The same technology serves both
ends.
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13. Thank you
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