Strategic Workforce Planning_Succession Planning_HRBP_HRM Metrics

STRATEGIC WORKFORCE PLANNING (SWP)
AND HRM METRICS MASTERCLASS
CHARLES COTTER Ph.D. candidate, MBA, B.A (Hons), B.A
www.slideshare.net/CharlesCotter
PEERMONT METCOURT SUITES BOARDROOM, EMPEROR’S PALACE
18-20 OCTOBER 2017

• Defining the fundamental concepts
• Diagnosis of current SWP practices – 10 Best Practice Criteria/guidelines
• Current: HRM-based workforce planning architecture vs. Required:
business-based SWP architecture
• Applying the 6-step SWP process
• Succession Planning – principles and process
• Strategic HRM Business Partnering (SHRBP) - Best Practice Principles
• Transforming to a SHRBP
• HRM Metrics and Analytics - Best Practice Principles and Process
3-DAY, TRAINING PROGRAMME
OVERVIEW

• Individual activity:
• Complete the statement by inserting one (1) word only. As a
HR Manager, in order to effectively apply Workforce/HRM
planning, I need to/to be .…………………………………..
• Now find other learners with the same word as you.
• Jot these words down on the flip-chart.
• Each learner will have the opportunity to elaborate on their
chosen word.
INTRODUCTORY ACTIVITY

THE KEY FUNCTIONS OF HRM VALUE CHAIN

MODERN: STRATEGIC HRM VALUE
CHAIN

DEFINING
WFP -
GETTING IT
“RIGHT”

CLEAR VIEW – LINE OF SIGHT STRATEGIC
WORKFORCE PLANNING
• Inventory of available organizational core competencies?
• Inventory of organizational scarce skills?
• Mission critical organizational jobs (to enable strategy
achievement)?
• Critical employee segments (to promote business
continuity/sustainability)?
• Competitivity and readiness of organizational talent pipeline?
• Identification of organizational talent gaps?

CURRENT: HRM-BASED
ARCHITECTURE

REQUIRED: BUSINESS-BASED
ARCHITECTURE

• #1: Aligned with the organization’s strategic business plans and priorities.
• #2: Future-focused, adopting a strategic, medium to long-term forward-
looking approach.
• #3: Pro-active, sensitive and responsive to (internal and external)
environmental change and trends.
• #4: Provides accurate and reliable (clear view) talent
planning/management information for the organization e.g. available core
competencies; scarce skills; critical jobs and employee segments and
talent gaps.
• #5: Collaborative, well coordinated and partnering effort (HRM has co-
opted business partners e.g. line managers to the process).
DIAGNOSIS: 10 BEST PRACTICE
GUIDELINES FOR EFFECTIVE SWP

• #6: Integrated (bundled) with other HRM value chain processes e.g. Recruitment,
Succession Planning, Retention and Leadership Development.
• #7: Generates meaningful business intelligence for the organization which
shapes, informs and influences business planning and supports strategic decision-
making.
• #8: Integrates both scientific (HRM metrics, predictive analytics and strategy
maps) with artistic (planning) principles.
• #9: Dynamic - regularly and systematically monitored, reviewed, evaluated and
adapted (committed to continuous improvement processes).
• #10: Yields a positive ROI, with tangible/demonstrable outcomes and impact for
the organization i.e. creates sustainable HCM competitive advantages
GUIDELINES FOR EFFECTIVE SWP

LEARNING
ACTIVITY 1
• Individual Activity:
• Diagnose your
organization’s current
Workforce Planning
practices against the
ten (10) best practice
criteria.
• Group Discussion:
• Identify gaps and
recommend
improvement
strategies.

LEARNING
ACTIVITY 2
• By referring to the
illustration of the
strategic workforce
planning process,
evaluate the efficiency
and effectiveness of
each process step.
• Identify areas of
improvement (gaps)
and recommend how
HRM can enhance
performance and value
add.

THE NATURE OF THE BUSINESS
ENVIRONMENT – V-U-C-A

LEARNING
ACTIVITY 3
• By utilizing a SWOT
Analysis Matrix, perform
an environmental
scan/analysis of both the
internal and external
environments for your
organization.
• Internally, identify
organizational strengths
and weaknesses and
externally identify
opportunities and threats.

FORECASTING HR
DEMAND
• Forecasting should consider the past and
the present requirements as well as future
organizational direction/s
 Number of employees
 Type of employees
 Skills requirements of these employees
• Consider and assess the challenges and
constraints
• Preferred Scanning tools –”What If” and
Scenario Planning

• Assess the current HR capacity of the
organization by means of the Skill
inventories/audits method
 The knowledge, skills and abilities of your
current staff need to be identified
 Employee experience, education and
special skills
 Certificates or additional training should
also be included
• A forecast of the supply of employees
projected to join the organization from
outside sources
• HRM indicators, metrics and indices e.g.
turnover rates
ANALYZING CURRENT
SUPPLY

LEARNING
ACTIVITY 4
• Apply steps 2, 3 and 4 of the
Workforce/HR Planning
process in the context of
your organization.
 Step 2: Forecasting Human
Resource Demand
 Step 3: Analyzing Supply
 Step 4: Reconciling

• Develop and initiate a Resourcing Strategy
• Matching strategy (intervention) with scenario
(surplus or deficit)
• Action plan-based implementation methodology
IMPLEMENTING - INTERVENTIONS

• There are five HR strategies for meeting your
organization's needs in the future:
Restructuring strategies
Training and development strategies
Recruitment strategies
Outsourcing strategies
Collaboration strategies
HR ACTION PLANS

HRM ACTION PLAN (INTERVENTION) TEMPLATE

MONITOR, EVALUATE AND ADJUST THE HR
ACTION PLAN

LEARNING
ACTIVITY 5
• Apply steps 5-6 of the
Workforce/HR Planning
process in the context of
your organization.
 Step 5: Developing SHRM
Action Plan
 Prioritize these HR Action
Plans.
 Step 6: Monitor, Evaluate
and Adjust the HRM Action
Plan

• According to HR Future
Magazine, "39% of
employees are concerned
about losing knowledge as
their older colleagues retire,
implying that succession
planning should be top of
the HRM agenda."
SUCCESSION
PLANNING STATISTIC

• Succession planning is the identification and development of
potential successors for key positions in an organization, through
a systematic evaluation process and possible training or
mentoring.
• Succession planning and management involves an integrated,
systematic approach to identify, develop and retain talent for key
positions and areas in line with current and projected business
objectives.
• Succession Planning is "a means of identifying critical
management positions, starting at the levels of project manager
and supervisor and extending up to the highest position in the
organization.”

PURPOSE OF
SUCCESSION
PLANNING
• Succession planning is a forward-looking
process, anticipating what skills will be needed
in the future.
• Thinking about the business strategy and
determining what skills you will need when.
• Succession planning ensures that high quality
replacements for those individuals who
currently hold positions that are key to the
organization’s success.
• These positions include executive, management,
specialists, technical and professional positions
and any critical positions motivated by a Line
Manager.

• Succession planning is about filling the organization's
talent pipeline and building internal bench strength.
• It is about leveraging the talent that the organization
already possesses by developing it to full potential.
• The focus is on developing employees so that the
organization has a pool of qualified candidates who
are ready to compete for key positions and areas when
they become vacant.
OBJECTIVES OF SUCCESSION PLANNING

MENTORING AND COACHING
• Mentorship is a personal development relationship in which a
more experienced or more knowledgeable person helps to
guide a less experienced or less knowledgeable person.
• However, true mentoring is more than just answering
occasional questions or providing ad hoc help. It is about an
ongoing relationship of learning, dialogue and challenge.
• Coaching, is a teaching, training or development process via
which an individual is supported while achieving a specific
personal or professional result or goal.
• Coaching is an ongoing leadership, mentorship or guidance to
assist an individual to increase the level of their skills.

MODELS OF
SUCCESSION
PLANNING
• Short-term planning or
emergency replacements
• Long-term planning or
managing talent
• Combination of above
plans

• STRATEGY/BUSINESS PLAN
• STRATEGIC FOCUS AREAS
• SUCCESSION PLAN
• HRM VALUE CHAIN PROCESSES
• INTERNAL BENCH STRENGTH/TALENT PIPELINE
• INFLUENCE OF ENVIRONMENTAL FORCES
CONCEPTUAL MODEL/FRAMEWORK FOR
SUCCESSION PLANNING

• STEP 1: IDENTIFY CURRENT CRITICAL/KEY POSITIONS AND ANALYZE FUTURE
REQUIREMENTS AND COMPETENCIES (BUSINESS STRATEGY)
• STEP 2: IDENTIFICATION AND ASSESSMENT OF SUCCESSORS – POTENTIAL AND
PERFORMANCE (9-BOX MATRIX)
• STEP 3: IDENTIFY TALENT GAPS
• STEP 4: DEVELOP SUCCESSION PLAN AND STRATEGIES
• STEP 5: IMPLEMENT SUCCESSION PLAN AND DEVELOPMENTAL STRATEGIES
• STEP 6: MONITOR AND TRACK PROGRESS
• STEP 7: REVIEW AND EVALUATE THE IMPACT/EFFECTIVENESS OF SUCCESSION
PLAN
GENERIC SUCCESSION PLANNING
PROCESS

STEP 2: IDENTIFICATION AND
ASSESSMENT OF SUCCESSORS

LEARNING
ACTIVITY 6
• Critically evaluate a
defined
organization’s
succession planning
strategies. Identify
gaps and
recommend
improvement
strategies.

DEFINING HR BUSINESS PARTNERING
• Partnership: A relationship between individuals or groups
characterized by mutual co-operation and responsibility, for the
achievement of a specified shared goal.
• HR business partners are HR professionals who work closely with
an organization’s senior leaders in order to develop an HR agenda
that closely supports the overall aims of the organization. The
process of alignment is known as HR business partnering.
• Strategic business partners: A long-term relationship (alliance) to
achieve defined objectives common to all partners.
• In the context of strategic human resource management, the HR
function and activities are intended to ensure the organization's
financial success and prosperity (business continuity).

GUIDELINES FOR HRBP
• #1 Embedding HRM strategy in business strategy and able to translate that
strategy into deliverable actions
• #2 Well-defined, implemented and reported HRM performance and ROI
metrics (creating credibility and accountability)
• #3 Generating business intelligence e.g. predictive and strategic analytics
(that shapes, informs, guides and ultimately, influences strategic business
decisions)
• #4 Offering a professional, value-adding business proposition sensitive to
and supportive of business needs, interests and strategic priorities
• #5 Ongoing line management consultation, engagement, coaching and
building trusting, collegial and mutually beneficial business relationships

GUIDELINES FOR HRBP
• #6 HR Management and practitioners possess business and industry
knowledge, acumen and insight
• #7 HRM collaborates with line management to broker meaningful and
impactful business solutions
• #8 HRM processes, systems and practices are horizontally integrated
(bundled), agile, responsive and stream-lined (that enhance productivity
and efficiency)
• #9 HRM is a transformational initiator, driver and implementer of
business change
• #10 HRM is technology-savvy innovator, enabling and leveraging best
practices (e.g. CoE; Shared Services and e-HRM)

LEARNING
ACTIVITY 7
• Individual Diagnostic
Activity:
 Critically review and
evaluate your
current HRM
processes and
function against the
ten (10) best practice
criteria.
 Identify gaps.
Recommend
improvement
strategies.

DELOITTE’S LEVELS OF HRBP MATURITY

HRBP CRITICAL SUCCESS FACTORS
• Strategic focus and thrust (on issues that contribute to business growth and
competitiveness)
• Adopting a “big picture” perspective (regarding the organization’s priorities
and goals)
• Having personal impact and credibility (to influence key decision-makers)
• Adopting an Key Account Management, (internal) client-centric approach
• Possessing a set of value-adding skills and knowledge (customers and
business)
• Being a diplomat and negotiator (in harmonizing the HRM agenda with
business needs)

EXPECTATIONS AND PRIORITIES OF BUSINESS
EXECUTIVES
• CEO’s expect the Human Resources function to play a
much more active and participatory role in enabling
business strategies.
• Senior business leaders consider talent to be perhaps
the critical factor in the push for sustainable growth
and the need to manage new opportunities and risks
in a more complex and interdependent world.
• According to The Conference Board CEO Challenge
(2013), Human Capital is rated 10% higher than
operational excellence as a major challenge for
businesses.

WHAT BUSINESS
EXECUTIVES ARE
LOOKING FOR IN HRBP?
• Catalytic Driver of Change
• Pro-active Business Thinker
• Collaborative Consultant
• Purpose-directed Coach
• Delivery (results-oriented HR
practices)
• (Credible and Accountable)
Performance Advisor
• Strategic Facilitator

ENABLERS OF
TRANSFORMATION/RE-
POSITIONING TO HRBP –
“RIGHTING THE SHIP”
“HR needs to follow the
right process, applying
the right skills, in the
right manner/method,
fulfilling the right roles,
for the right reasons, to
achieve the right results.”
(Cotter, 2014)

Step 1: Strategic Review and Analysis
Step 2: Strategic Role Clarification and Contracting
Step 3: Formulation and Development of Transformational
Strategies
Step 4: Implementation of Transformational Strategies
Step 5: Measure and evaluate business impact and results

STEP 1: STRATEGIC REVIEW AND ANALYSIS
• Objective: The focus of the analysis should be on understanding the
needs of the business as a sustainable entity, its strategic direction
and identifying initiatives that will help your business grow.
• Review of current HRM and business strategies
• Identification of resources and capabilities
• Tools:
Environmental scan (PESTEL)
Gap Analysis
S-W-O-T Analysis

STEP 2: STRATEGIC ROLE CLARIFICATION AND
CONTRACTING
• Objective: The concluding of Service Delivery
Agreements with line/operational and senior/executive
management
• Consultation, engagement and communication with
operational management
• Clarification of expectations, needs and value-adding
roles of HRBP
• Contracting agreements

STEP 3: FORMULATION AND DEVELOPMENT OF
TRANSFORMATIONAL STRATEGIES
• Objective: Development of HRBP transformation strategic
plan
• Formulation of goals and objectives
• Development of alternative transformational strategies
• Choice of most appropriate strategies
Viability
Feasibility
Sustainability

STEP 4: IMPLEMENTATION OF TRANSFORMATIONAL
STRATEGIES
• Project-based, cross-functional team approach
• Organizing, assigning and deploying resources
• Leading and directing (the implementation process)
• Monitoring and Controlling

STEP 5: MEASURE AND EVALUATE BUSINESS IMPACT
AND RESULTS
• Measure and calculate the ROI
• Amend and review strategies (remediation action)
• Report back to business partners (to demonstrate
transparency and accountability)
• Aspire to continuous improvement processes

LEARNING
ACTIVITY 8
• Group
Discussion:
• Apply steps 1-5
of the action
steps/plan of
transforming HR
to a strategic HR
business
partner.

• What type of HRM Metrics does your organization currently
utilize?
• Describe the organizational impact, level of maturity and
credibility of these HRM Metrics
• What does your organizational HRM Metrics architecture look
like?
• What is the current degree of HRM practitioner competency
of HRM metrics/analytics?
• Review the benefits of HR Metrics. Is there a business case for
applying HR Metrics?

HRM ANALYTICS TASK TEAM – 2017?

• Metrics are simply measurements. Metrics track activity, but don’t
necessarily show a causal relationship.
• HRM Metrics - Measurements used to determine the value and
effectiveness of HR strategies.
• Differentiation between People and HR Measures
• Human capital analytics examine the effect of HRM metrics
on organizational performance. In more general terms, analytics look
for patterns of similarity between metrics. By using analytics over
time, HRM can become predictive.
• Measures - #1 HRM measure?
DEFINING THE FUNDAMENTAL
CONCEPTS

ENGAGEMENT’S EFFECT ON 9 KEY
PERFORMANCE INDICATORS

1. Select
The Right
People
2. Develop
Employees’
Strengths
3. Enhance
Employees’
Wellbeing

CASCADING OF BUSINESS
STRATEGIES/METRICS

10-POINT FOUNDATION AND “STARTER-PACK”
FOR STRATEGIC HRM METRICS
#1: Adopt a strategic
mindset
#2:Change
management must
run parallel to HRM
Metrics in “business
unusual”
environment
#3: Streamline and
systematic HRM
metrics process
#4: HRM Metrics is
not a “desktop”
exercise
#5: Adopt a
measurement
culture & build
capacity & skills
for digital literacy

10-POINT FOUNDATION AND “STARTER-PACK”
FOR STRATEGIC HRM METRICS
#6: Re-inject
scientific principles,
processes and tools
& credibility into
HRM Metrics
e.g. 3 E’s
#7: Drill down &
segment HRM
metrics
#8: Apply the 4 C’s
to HRM Metrics
Reporting
#9: Don’t adopt a “Big
Bang” approach –
start small, think big
and scale up
#10: Automation -
utilize a 4-G digital
data analysis solution

THE FUTURE OF HRM METRICS &
ANALYTICS?
“HRM will have to migrate from the
fundamentals of people science to the
complexities of data science.”

LEARNING
ACTIVITY 9
• Individual activity:
• Please rate your
organization’s current
degree of compliance on a
10-point scale (with range
of 1 = absolutely non-
compliant and 10 = 100%
compliant)
• Identify gaps and
recommend improvement
strategies.

HRM ANALYTICS MATURITY MODEL
(BERSIN BY DELOITTE)

5-STEP HRM ANALYTICS PROCESS
• Step 1: Identify where HRM can make a strategic impact in
the organization
• Step 2: Develop appropriate metrics around these areas
• Step 3: Obtain data relating to relevant metrics
• Step 4: Draw out insight from the data
• Step 5: Project and take action to communicate metrics and
related insights information to provide a robust basis for
strategic change and improvement

THE 5 E’s OF HRM
ANALYTICS
• Exploration
• Examination
• Extraction
• Evaluation
• Extrapolation

STEP 1: IDENTIFYING WHERE HRM CAN MAKE A STRATEGIC
IMPACT (EXPLORATION)
• This process step focuses on determining the areas where
HRM can make a strategic impact within the organizational
context.
• It enables HRM management team to identify priority areas
for measurement which are aligned with organizational
goals and strategies.
• Identify capability opportunities or problem areas from a
business partner perspective.
• Sources for information collection, retrieval and analysis.

SOURCES FOR INFORMATION COLLECTION,
RETRIEVAL AND ANALYSIS
• Employee and management surveys and interviews (for
employee contentment, communications, rewards system)
• Performance appraisals (to measure productivity,
attendance)
• HRM records (to track communications, turnover, recruiting
efficiency, retention, promotions, and succession planning)
• Employee files (to research productivity, attendance, training)

STEP 1: EXPLORATION
• A critical first step is to ensure that HRM is measuring the right things.
• The design and development of relevant HR metrics requires reflection
and discussion in order to determine what it takes for the organization to
succeed and to understand how HR can add value.
• Identify organizational burning issues
• Three issues underpin effective measurement (CIPD, 2011):
 Aligning measurement with goals
 Take a business partner perspective
 Adding value by focusing on building capability

STEP 2: SELECTING APPROPRIATE METRICS FROM WHICH
ORGANIZATIONAL INSIGHTS CAN BE DRAWN
(EXAMINATION)
• HRM Measures:
Efficiency (10%)
Effectiveness (20%)
Impact (70%)
• Categories of HRM Metrics:
First Tier (most valued)
Second Tier (lesser valued)
• Commonly used HRM Metrics

STEP 2: EXAMINATION - HRM
MEASURES

BROAD CATEGORIES
OF HRM METRICS
 Workforce Demographics
 HR Efficiency
 Remuneration
 Skills Development, Training &
Education
 Productivity
 Provisioning and Recruitment
 Risk Analysis
 Staff Retention

FREQUENTLY USED HRM METRICS
(PWC)

10
TYPICAL STATISTICS OBTAINED IN COMPILING HRM METRICS
 Revenue factor, which is company total revenue divided by the amount of full
time employees
 Human capital value added (revenue minus operating expense and cost of
compensation/benefit divided by the total amount of full time employees)
 Human capital return on investment: Revenue minus operating expenses and
cost of compensation benefit divided by cost of compensation/benefit
 Total compensation revenue ratio which is cost of compensation/benefit
divided by revenue
 Labour cost revenue ratio, which is cost of compensation/benefit plus other
employee costs (bonuses, mileage paid, incentives) divided by revenue

10
TYPICAL STATISTICS OBTAINED IN COMPILING HR METRICS
• Training investment factor equals the total cost of training divided by total
amount of training attendees
• Cost per hire, which includes advertising, agency fees, relocation, and
others divided by operating expenses
• Health care costs per employee (total health care cost divided by total
amount of employees)
• Turnover costs, which is equal to hiring costs plus training costs plus other
costs (turnover rate during first year of employment is key)
• Voluntary separation rate is the total number of people who quit or retired
divided by the total amount of employees

LEARNING
ACTIVITY 10
• Group
Discussion:
• By referring to
Annexures A
and B, apply
steps 1-2 of the
HRM Analytics
process to a
defined
organization.

STEP 3: OBTAIN DATA RELATING TO RELEVANT
METRICS (EXTRACTION)
• The top performing companies were using a variety of
drilled-down metrics, having the people to analyze them, and
communicating them effectively.
• This process step focuses on how HRM can most effectively
communicate the insights drawn from metrics to inform
action and hence enable HRM to deliver maximum strategic
impact.
• Effective decision-making, based on robust measures and
metrics, therefore, requires HR professionals to think
carefully about the relationships that need to be established
to enable appropriate information-sharing of these insights.

STEP 3: EXTRACTION – PROCESS STEPS
• #1: There is the initial “harvesting” or gathering of unstructured
data from the web.
• #2: The normalization stage—preparing harvested data for
analysis. Normally, a relational database such as MySQL is used,
but NoSQL can also be used.
• #3: The data is given additional structure with metadata, or
tagging. Analytics can then be presented through a dashboard.
• The process of collecting and updating the data from the myriad of
internet sources has to be automated. Advanced Programming
Interfaces (APIs) can enable different digital platforms to share
dynamic data and feed it into other applications, such as a
company’s own database.

STEP 3: EXTRACTION – CHALLENGES
CONFRONTED
• Struggling to use unstructured data
• Difficulty tying talent acquisition data to business results
• Problems with storing, retrieving and integrating data
• There is rarely a systematic approach to integrating disparate systems. Legacy data systems
often don’t talk to each other. There are missing links between ATS and HRIS systems.
• The data exchange is often clumsy at best, requiring rekeying of data and manual
interventions.
• The successful transfer of data from multiple sources, such as an ATS, a recruiting site or a
social network with an HRIS System is the most problematic part.
• Failure to get the most of ATS

Source: The State of Workforce Analytics and
Planning 2014 Survey Report

STEP 4: DRAWING OUT INSIGHTS
FROM DATA (EVALUATION)
• The HRM function and measurement capability
• HR professionals have long been data collectors, amassing and keeping
track of employees’ personal information, salary rates and the annual
number of retirements. But to grasp the potential of HR analytics, HR
managers need to become data interpreters.
• Top performing companies invest in personnel who have analytic and
process-oriented capabilities, those people who can install the necessary
methodological disciplines necessary to use the information effectively.
• Identify root causes and cause-effect linkages and -relationships
• Action planning – interventions and solutions

LEARNING
ACTIVITY 11
• Group
Discussion:
• By referring to
Annexure A,
apply steps 3-4
of the HRM
Analytics
process to a
defined
organization.

STEP 5: PROJECT AND TAKE ACTION TO COMMUNICATE METRICS AND RELATED
INSIGHTS INFORMATION TO PROVIDE A ROBUST BASIS FOR STRATEGIC CHANGE AND
IMPROVEMENT (EXTRAPOLATION)
• Projection of data – forecasting (PREDICTIVE ANALYTICS)
• To communicate HRM Analytics, tell a story (NARRATIVE)
• “Data is abundant, but if you don’t give it context, it’s just a
bunch of numbers.”
• Internal benchmarks (to compare their business units to others in
the organization)
• Support comes after results are delivered, not before. “It really
comes back to how credible you are. You get buy-in when you
show up repeatedly with accurate numbers and you can relate the
story to how the company’s performing.”

STEP 5: EXTRAPOLATION - REPORTING
• HR analytics reporting
• How the information is communicated to the organization, particularly the C-suite,
is critically important.
• Companies simply produce spreadsheets that offer no easy and timely way to
present what is happening in the business.
• Like any good research report, it is vital to present meaningful information and
identify actionable insight that can be used to make positive change.
• Tactically, the best practice organizations, distribute multiple reports to multiple
levels. Tailored reporting to address the specific needs, and ideally focuses on very
specific business impacts.
• If the metrics being shown convey business impact, quarterly reporting of 5-10 of
the most critical, agreed-to KPIs is warranted.

DIFFERENT OBJECTIVES, DIFFERENT
METHODOLOGIES
http://www.inostix.com
(Reporting)

LEARNING
ACTIVITY 12
• Group
Discussion:
• Apply step 5
of the HRM
Analytics
process to a
defined
organization.

CONCLUSION
• Key points
• Summary
• Questions
• Training Administration

CONTACT DETAILS
• Charles Cotter
• (+27) 84 562 9446
• charlescot@polka.co.za
• LinkedIn
• Twitter: @Charles_Cotter
• http://www.slideshare.net/CharlesCotter

Strategic Workforce Planning_Succession Planning_HRBP_HRM Metrics

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