The webinar discussed building a business case for workforce analytics and planning. It began with an overview of how data-driven people management can improve business outcomes. Next, it covered how to structure a business case by quantifying efficiency gains, direct workforce benefits, and business impacts. The webinar concluded with examples of how workforce intelligence solutions can help with objectives like developing optimal workforce plans, addressing cost changes, and finding new savings.

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The Datafication of HR: Building
your Business Case for Workforce
Analytics and Planning

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Speaker: Dave Weisbeck
Chief Strategy Officer
Visier
Moderator: Lauren Dixon
Associate Editor
Workforce magazine
The Datafication of HR: Building your
Business Case for Workforce
Analytics and Planning

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8. #WFwebinar
Lauren
Dixon
Associate
Editor
Workforce
magazine
The
Datafica6on
of
HR:
Building
your
Business
Case
for
Workforce
Analy6cs
and
Planning

9. #WFwebinar
Dave
Weisbeck
Chief
Strategy
Officer
Visier
The
Datafica6on
of
HR:
Building
your
Business
Case
for
Workforce
Analy6cs
and
Planning

10. The Datafication of HR:
Building your Business
Case for Workforce
Analytics and Planning
Dave Weisbeck, Chief Strategy Officer
JULY, 2015

11. Agenda
• The drivers behind the Datafication of HR
• How to build a Business Case for Workforce
Intelligence
• With examples of Workforce Intelligence in
action

12. Analyze
Go from data to insight
Align
Go from insight to plans
Act
Go from plans to outcomes
Maximize your Business Outcomes,
Through your People

13. Where are our
recruiting
bottlenecks?
How can we
retain critical
employees?
What if?
How well did we
plan?
How do our total
workforce costs
breakdown in our plan?
Should I give
my team
member a
raise?
What are our
total workforce
costs and how
are they
changing?
How can we connect
Total Rewards to our
bottom line?
How will
turnover
impact our
future
workforce?
Which workforce
scenario will
best meet our
business goals
and budget?
Where should we
allocate people to
support the
business?
Which Critical
Talent is at risk of
resigning?
Who should I
promote?
Workforce Analytics
Workforce Planning
Workforce
Intelligence

14. Enabling HR and the business with
Visier Workforce Intelligence solutions
could be the most impactful action you
take this year.

15. The Datafication of HR

16. Q: To capitalize on the top-three global trends which you believe will most transform your
business over the next five years, to what extent are you making changes, if any, to the
following areas?
CEOs Recognize Talent is the Key

17. Great HR Leads to Great Companies
“Eight years of research into Watson Wyatt's Human Capital Index® (HCI) has
consistently found a strong correlation between effective HR program design
and financial performance. Indeed, the link goes beyond correlation: Effective
HR programs are a leading indicator of financial performance.”
Towers Watson
We found that companies that are stronger in people management have
a correspondingly higher financial performance. … In contrast, companies
with the worst financial per-formance show a greater need for action across
virtually all 27 HR subtopics… This has been a consistent finding… it is clear
that the most successful people companies consistently outperformed
the market, by nearly 100 percent.
Boston Consulting Group

18. Changing expectations for HR leaders

19. Evolution from Process-Oriented Talent Management to
Data-Driven People Management

20. Analytic
Companies Win
Source: Sierra-Cedar, 17th Annual HR Systems
Survey
“… the effect of HR technologies for Top Performers as a
competitive advantage has minimized … So we dug deeper…”
Quantified
Organizations
have a 79%
greater Return on
Equity (ROE)

21. BersinbyDeloitte
Operational Reporting
Reactive Reporting of Operational & Compliance Measures •
Focus on Data Accuracy, Consistency, Timeliness
Advanced Reporting
Proactive Reporting for Decision-Making • Analysis of Trends
& Benchmarks • Customizable, Self-Service Dashboards
Advanced Analytics
Statistical Analysis to Solve Business Problems • Identification of Issues
& Actionable Solutions • Centralized Staffing & Integrated Data
Predictive Analytics
Development of Predictive Models • Scenario Planning •
Integration with Business & Workforce Planning • Data Governance Model
Level 1
Level 2
Level 3
Level 4
Source: Bersin by Deloitte, 2014
4%
10%
30%
56%
Bersin by Deloitte’s Maturity Model

22. Despite Demand, Organizations are “Stuck in Neutral”
5%
5%
4%
7%
8%
7%
Conducting multi-year workforce planning
Correlating HR data to business performance
Using HR data to predict workforce performance and
improvement
2015
2014
% of “excellent” ratings
Source: Global Human Capital Trends Study 2015, Deloitte

23. How to Build a Business Case

24. The Challenge
What makes creating a business case for Workforce Analytics and
Workforce Planning challenging?
§ The value in analytics comes in its application – not in, and of, itself
§ Planning value is generally long term
§ The potential applications are very broad reaching
§ Often, the value is only understand after the investment is made
§ Often the benefit is reduced risk, but how much?
Recommendation: Take a structured approach

25. The 5 Key Aspects of the
Workforce Intelligence Business Case
Start by:
1. Creating excitement about the potential opportunity
Then determine:
2. Efficiency gains
3. Direct workforce benefits
4. Business benefits
And remember:
5. Show (don’t just tell) people what they can achieve

26. Efficiency: Modernizing your systems
What systems will be sunset (turned off), and what is the savings in fees
or administration costs?
From Gartner’s, Business Intelligence
Platforms User Survey:
“… of the three main components of the cost of
a BI platform – software licenses,
implementation fees and administrative costs –
administration costs make up as much as
75% of the overall BI platform ownership
cost”.

27. What are your key business and HR objectives and
challenges? How are they connected?
Business growth in a new
product or service area,
without increasing costs
Business Objective/Challenge HR Objective/Challenge
Hiring, retaining,
developing, and
motivating critical talent
Developing an optimal
workforce plan -- the right
talent, in right roles, within
budget
Getting ahead and
proactively addressing
workforce cost changes
Finding new savings
through better talent
decisions

28. Hiring, retaining, developing, and motivating
critical talent

29. Hiring Critical Talent More Efficiently, and with Better
Outcomes
Common recruiting metrics, such as “time to fill” and “cost to fill,” do not answer strategic
questions about the quality and value of the people being hired, and do little to improve
recruiting effectiveness

30. The Hiring Pipeline
Source to Application to Employee
Quality Hire. Efficient Process. Effective Recruiters.

31. Retaining Critical Talent: From How Many are Leaving, to
Who is at Risk
New Big Data approaches can turn trends, into actionable insight

32. Retaining Critical Talent: More than measuring turnover
Understanding why:
§ Understand key resignation and retention drivers
§ Understand all aspects of turnover

33. Retaining Talent: What Action Should We Take?
Actions are often personal, and at the individual level:
§ Good analytics goes from the big to the small – macro to micro
§ Helps business partners and leaders make the right decision in the moment

34. Savings: Reduced Employee Replacement Costs
At a 5000-employee
company, a 10%
voluntary turnover
rate can convert into
more than $30
million in
replacement costs in
a single year

35. Savings: Hire, Develop, and Retain more Top Performers
• Analyze the characteristics, tenure, work experiences, and managerial
connections of your top performers
• Understand how to grow future top talent. Consider the build or buy

36. Developing an optimal workforce plan -- the
right talent, in right roles, within budget

38. To meet our business objective, who, when, and how many
do we need?

39. Taking into account and optimizing all workforce costs

40. Considering different workforce scenarios

41. Continuously forecasting and adjusting plans
§ Most compensation
analysis by HR is
annualized – dig into
actuals, it isn’t just for
finance
§ Forecast – take actuals
plus intended hires &
costs and project to
where you will end the
year – then evaluate if
you are on target
§ Review this monthly
with leadership

42. WORKFORCE COSTS
Transforming workforce planning
from a position-oriented process, to
a continuous, cost-driven process
has the ability to drive significant,
more quantifiable cost savings:
Calculate what a small
improvement in planning accuracy
can have on the bottom line
1% of $100 Million in workforce
costs = $1 Million / year

43. Getting ahead and proactively
addressing workforce cost changes

44. Getting ahead of workforce costs and how they are
changing
• How much does our workforce really cost?
• How can we optimize our workforce costs?
• How are our costs changing over time?
• Are we on track with our plan and budget?
• How can be better map to Finance?
Most HR departments lack a
complete view of workforce
costs
76% of CEOs have cut costs in
the last 12 months.
People are 70% of a
company’s cost – and are the
“final frontier” of savings in
competitive markets

45. Finding new savings through better
talent decisions

46. Consider overtime, absenteeism, engagement… for new
savings

47. Resources available at www.visier.com
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48. Thank you
visier.com
Dave Weisbeck
dave.weisbeck@visier.com

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