The “datafication of HR” is one of 2014′s hottest topics, with 91% of organizations aspiring to move from reactive or operational reporting to proactive workforce analytics over the next 24 months. Indeed, “experience with workforce analytics” has become a sought-after line item on HR professionals’ resumes.
What is driving the “datafication” of HR? A growing number of corporate boards, CEOs, and CHROs understand that by applying data-driven solutions to improve decisions about talent, they can improve revenues and profits. Really, if you can measure real impactful aspects of the people in your organization and make intended changes, you can get the impact in terms of real business results. More than ever before, HR can play a critical role in driving business performance.
View the full webinar recording here:
http://www.visier.com/lp/top-10-hr-stories-with-data/
The Role of HR on Digital TransformationUğur Gürbüz
This presentation shows the results and briefs of some researchs and literature reviews related to "The Role of HR on Digital Transformation".
"Digitalisation changes the business and HR professionals always have a seat at the table to take an active role for transformation." (Green, 2018)
The world is fueled by data, and HR professionals everywhere are wondering how to leverage tons of people data for better insights to enhance individual and organizational performance.
HR analytics entails the use of tools (say, big data, predictive analytics) by HR in their recruiting, compensation, performance measurement, and retention efforts.
Through this presentation, you will get an introduction to HR analytics and how you can make the most of it to drive sweeping strategic success. This presentation will address the following areas of the employer branding:
- Purposeful Analytics
- Basics of Data Analysis
- Understanding the Fundamentals of Analytics Capability
Building
- Establishing an Analytical Unit and the Right Culture
- Levels & Types of HR Metrics
- Linking Metrics to Analytics
- Workforce Analytics Model
For more info:
www.hackerearth.com/recruit
This is a presentation that I gave recently to a group of over 300 HR recruiting professionals at a large consulting company. Thought it might be of help to others.
The Role of HR on Digital TransformationUğur Gürbüz
This presentation shows the results and briefs of some researchs and literature reviews related to "The Role of HR on Digital Transformation".
"Digitalisation changes the business and HR professionals always have a seat at the table to take an active role for transformation." (Green, 2018)
The world is fueled by data, and HR professionals everywhere are wondering how to leverage tons of people data for better insights to enhance individual and organizational performance.
HR analytics entails the use of tools (say, big data, predictive analytics) by HR in their recruiting, compensation, performance measurement, and retention efforts.
Through this presentation, you will get an introduction to HR analytics and how you can make the most of it to drive sweeping strategic success. This presentation will address the following areas of the employer branding:
- Purposeful Analytics
- Basics of Data Analysis
- Understanding the Fundamentals of Analytics Capability
Building
- Establishing an Analytical Unit and the Right Culture
- Levels & Types of HR Metrics
- Linking Metrics to Analytics
- Workforce Analytics Model
For more info:
www.hackerearth.com/recruit
This is a presentation that I gave recently to a group of over 300 HR recruiting professionals at a large consulting company. Thought it might be of help to others.
People Analytics: State of the Market - Top Ten ListJosh Bersin
What are the "Top Ten" trends in People Analytics? This presentation reviews the research and discusses how you should prepare for this exciting and fast growing but emerging market.
Recruiting Metrics - Strategic and Tactical KPIs for Talent AcquisitionMaia Josebachvili
This is the deck I presented at the Social Recruiting Strategies in Boston. It presents how to create recruiting reports and uses Greenhouses' actual data as a case study to see how tracking recruiting metrics can improve your overall process.
Data Science and Analytics in Human Resources - Moneyball comes to HRJosh Bersin
Latest research on the imbalance in employment and the need for data science and assessment science in HR. Applies the concepts of the book Moneyball to HR.
Slide Team presents you Strategic Hrm Planning PowerPoint Presentation Slides having 28 ready-to-use PPT slides. Use this to develop your HR strategies to support organizational plans. With this strategic planning and human resource PPT templates, you can learn how HR planning can prepare your company for success. Human resource performance management PowerPoint complete deck underline the important concepts such as strategic human resource plan framework, assessing the current HR capacity, forecasting HR requirements, skill gap analysis plan, organizational skills program matrix, company’s recruitment strategies, evaluating recruitment strategies, recruitment budget to name a few. Using this visually stunning strategic human resource management process, HR managers can easily present the content to target management. Furthermore, this will guide you on how a business should move from its current to the desired manpower position. Make an accountable human resource strategy PowerPoint presentation in just a few minutes. Just click and download strategic human resource plan Presentation design
Workforce Planning Case Studies PowerPoint Presentation Slides SlideTeam
Through our content-ready workforce planning case studies PowerPoint presentation slides, you can identify opportunities and leverage them to achieve organizational goals. These strategic workforce planning model presentation diagrams will describe in detail about organizational development, change management, organizational design and structure, high potential employees, leadership and career development, performance requirements, gap analysis, future requirements, and also external and internal analysis. Moreover, you can utilize these visuals for making presentations on crew management model, SWP process, employee framework, performance measure, human resource management, strategic staffing and human capital strategy. Our PPT templates help organizations to plan for future human resource needs. This will ensure that your company has the right people in the right place and at the right time. If you are thinking about creating an ideal roadmap to achieve the best possible future workforce, download our workforce planning case studies PowerPoint visuals straight away.Only you can make your presentation a success. But our Workforce Planning Case Studies PowerPoint Presentation Slides can help it look its best.
The workforce and HR play a major role in a company’s digital transformation. Learn about new trends and strategies to jump start and fuel your journey.
We work with CHRO's to develop an HR Strategy & Execution Roadmap . This brochure describes our methodology and approach at a very hight level. Should you be interested to know more about it , do write to niladri.roy@tatransform.com
People Analytics: Improving the Employee Experience and ProductivityDr Susan Entwisle
It is true today more than any point in history that talent is a company’s greatest asset. To thrive in our hyper competitive global economy, companies need the right talent to deliver exceptional customer experiences efficiently with minimal risk. Traditionally, Human Resource teams have made decisions on hiring, assigning and developing employees using experience, instinct, and basic statistical data. The same advanced analytics and machine learning techniques we use to improve the customer experience are now being used for our people. People analytics provides insights and enables better and faster data-driven decision making across all aspects of people at work.
Topics covered in this presentation include:
How analytics has changed the customer experience.
Current state of employee engagement and its impact.
Limitations of cognitive decision making process.
What is people analytics?
How companies are using people analytics today?
Challenges in adoption of people analytics.
Guidance to get started on people analytics journey.
Get your Insider’s Guide to Workforce Analytics. Learn the definitions of key terms, see examples of metrics and analytics, and discover how to measure your company’s workforce analytics maturity. Plus, learn about common approaches to workforce analytics and hear case studies of analytics in action.
What is HR analytics and how it is done? Along with Survey on 41 individuals from different organizations with an experience of about 6 months to 27 years.
The Datafication of HR: Graduating from Metrics to AnalyticsVisier
Datafication is a new term used to describe the process of turning an existing business into a “data business.” In HR it refers to our increasing ability to use Talent Analytics to understand more and more about our people, HR practices and processes, and external demographics.
Global competition for talent, outsourcing labor, compliance legislation, remote workers, aging populations – these are just a few of the daunting challenges faced by HR organizations today. Yet the most commonly monitored workforce metrics do very little to deliver true insight into these topics. Leaders need to graduate from metrics to analytics, surfacing the important connections and patterns in their data to make better workforce decisions.
Learn the difference between metrics and analytics, as well as key analytics and their values in these core areas:
Recruiting Effectiveness
Performance
Talent Retention
Employee Movement
Total Rewards
The challenges in today’s business environment require new approaches to remain competitive in an ever-shrinking world of global competition. By graduating from metrics to analytics, HR professionals and leaders can better understand the contributing factors that are impacting their organization, and take the right actions to implement programs that will provide a true competitive advantage.
View the full webinar recording here:
http://www.visier.com/lp/the-datafication-of-hr-graduating-from-metrics-to-analytics/
Download the companion white paper here:
http://www.visier.com/lp/wp-datafication-of-hr/
How can HR move the needle for the business?
The competition for talent has gone global; turnover is rising; and employee engagement is stagnant at best. Companies have never had a greater need to understand with precision what it takes to recruit, retain, and motivate employees. As a result, never before has HR had such an opportunity to move the needle for the business it supports.
As highlighted in a recent Harvard Business Review paper, HR Joins the Analytics Revolution, “a growing number of corporate boards, CEOs, and CHROs understand that by applying data-driven solutions to improve decisions about talent, they can improve revenues and profits.” But what does this “datafication of HR” mean for the HR Business Partner and Practitioner?
View the full webinar recording here:
http://www.visier.com/lp/hr-can-move-the-needle-for-business/
People Analytics: State of the Market - Top Ten ListJosh Bersin
What are the "Top Ten" trends in People Analytics? This presentation reviews the research and discusses how you should prepare for this exciting and fast growing but emerging market.
Recruiting Metrics - Strategic and Tactical KPIs for Talent AcquisitionMaia Josebachvili
This is the deck I presented at the Social Recruiting Strategies in Boston. It presents how to create recruiting reports and uses Greenhouses' actual data as a case study to see how tracking recruiting metrics can improve your overall process.
Data Science and Analytics in Human Resources - Moneyball comes to HRJosh Bersin
Latest research on the imbalance in employment and the need for data science and assessment science in HR. Applies the concepts of the book Moneyball to HR.
Slide Team presents you Strategic Hrm Planning PowerPoint Presentation Slides having 28 ready-to-use PPT slides. Use this to develop your HR strategies to support organizational plans. With this strategic planning and human resource PPT templates, you can learn how HR planning can prepare your company for success. Human resource performance management PowerPoint complete deck underline the important concepts such as strategic human resource plan framework, assessing the current HR capacity, forecasting HR requirements, skill gap analysis plan, organizational skills program matrix, company’s recruitment strategies, evaluating recruitment strategies, recruitment budget to name a few. Using this visually stunning strategic human resource management process, HR managers can easily present the content to target management. Furthermore, this will guide you on how a business should move from its current to the desired manpower position. Make an accountable human resource strategy PowerPoint presentation in just a few minutes. Just click and download strategic human resource plan Presentation design
Workforce Planning Case Studies PowerPoint Presentation Slides SlideTeam
Through our content-ready workforce planning case studies PowerPoint presentation slides, you can identify opportunities and leverage them to achieve organizational goals. These strategic workforce planning model presentation diagrams will describe in detail about organizational development, change management, organizational design and structure, high potential employees, leadership and career development, performance requirements, gap analysis, future requirements, and also external and internal analysis. Moreover, you can utilize these visuals for making presentations on crew management model, SWP process, employee framework, performance measure, human resource management, strategic staffing and human capital strategy. Our PPT templates help organizations to plan for future human resource needs. This will ensure that your company has the right people in the right place and at the right time. If you are thinking about creating an ideal roadmap to achieve the best possible future workforce, download our workforce planning case studies PowerPoint visuals straight away.Only you can make your presentation a success. But our Workforce Planning Case Studies PowerPoint Presentation Slides can help it look its best.
The workforce and HR play a major role in a company’s digital transformation. Learn about new trends and strategies to jump start and fuel your journey.
We work with CHRO's to develop an HR Strategy & Execution Roadmap . This brochure describes our methodology and approach at a very hight level. Should you be interested to know more about it , do write to niladri.roy@tatransform.com
People Analytics: Improving the Employee Experience and ProductivityDr Susan Entwisle
It is true today more than any point in history that talent is a company’s greatest asset. To thrive in our hyper competitive global economy, companies need the right talent to deliver exceptional customer experiences efficiently with minimal risk. Traditionally, Human Resource teams have made decisions on hiring, assigning and developing employees using experience, instinct, and basic statistical data. The same advanced analytics and machine learning techniques we use to improve the customer experience are now being used for our people. People analytics provides insights and enables better and faster data-driven decision making across all aspects of people at work.
Topics covered in this presentation include:
How analytics has changed the customer experience.
Current state of employee engagement and its impact.
Limitations of cognitive decision making process.
What is people analytics?
How companies are using people analytics today?
Challenges in adoption of people analytics.
Guidance to get started on people analytics journey.
Get your Insider’s Guide to Workforce Analytics. Learn the definitions of key terms, see examples of metrics and analytics, and discover how to measure your company’s workforce analytics maturity. Plus, learn about common approaches to workforce analytics and hear case studies of analytics in action.
What is HR analytics and how it is done? Along with Survey on 41 individuals from different organizations with an experience of about 6 months to 27 years.
The Datafication of HR: Graduating from Metrics to AnalyticsVisier
Datafication is a new term used to describe the process of turning an existing business into a “data business.” In HR it refers to our increasing ability to use Talent Analytics to understand more and more about our people, HR practices and processes, and external demographics.
Global competition for talent, outsourcing labor, compliance legislation, remote workers, aging populations – these are just a few of the daunting challenges faced by HR organizations today. Yet the most commonly monitored workforce metrics do very little to deliver true insight into these topics. Leaders need to graduate from metrics to analytics, surfacing the important connections and patterns in their data to make better workforce decisions.
Learn the difference between metrics and analytics, as well as key analytics and their values in these core areas:
Recruiting Effectiveness
Performance
Talent Retention
Employee Movement
Total Rewards
The challenges in today’s business environment require new approaches to remain competitive in an ever-shrinking world of global competition. By graduating from metrics to analytics, HR professionals and leaders can better understand the contributing factors that are impacting their organization, and take the right actions to implement programs that will provide a true competitive advantage.
View the full webinar recording here:
http://www.visier.com/lp/the-datafication-of-hr-graduating-from-metrics-to-analytics/
Download the companion white paper here:
http://www.visier.com/lp/wp-datafication-of-hr/
How can HR move the needle for the business?
The competition for talent has gone global; turnover is rising; and employee engagement is stagnant at best. Companies have never had a greater need to understand with precision what it takes to recruit, retain, and motivate employees. As a result, never before has HR had such an opportunity to move the needle for the business it supports.
As highlighted in a recent Harvard Business Review paper, HR Joins the Analytics Revolution, “a growing number of corporate boards, CEOs, and CHROs understand that by applying data-driven solutions to improve decisions about talent, they can improve revenues and profits.” But what does this “datafication of HR” mean for the HR Business Partner and Practitioner?
View the full webinar recording here:
http://www.visier.com/lp/hr-can-move-the-needle-for-business/
HR Driving the Business of the BusinessAnil Saxena
This is a presentation built around a session I lead. The purpose of this session is to support the movement that HR is a unique position to be a primal force in driving organizational performance:
o Increasing Market-share
o Driving customer loyalty
o Enabling positive public perception
o and so much more
“The senior HR executive [needs to be] a business person first and an HR leader second. They need to decipher and deliver.” - Claude Balthazard and Susan Robinson
Senior HR leaders drive and create the nexus of the where the business and the only resource that appreciates meet, its people.
But how does that happen? How does all of HR become an integral tool to drive overall organizational performance in measures that matter to business leaders - increased revenue, increased sales per customer, lower customer acquisition costs, and all the other measures that senior leaders make decisions based upon?
By leading the effort to become a Culture of Performance.
In the last decade, talent management has become not just a buzzword but also a critical part of most organization’s human resources strategies. And the demands placed today on the talent management function are greater than ever before: 93 percent of CEOs say “they recognize the need to make a change, or are already changing, their strategy for attracting and retaining talent,” according to PricewaterhouseCooper’s 17th Annual Global CEO Survey. However, success in talent management is no longer about implementing new systems and processes. Join workforce intelligence expert Ian Cook as he discusses how talent management leaders and practitioners can leverage workforce intelligence to:
Make recruiting more efficient and effective, resulting in more top performers.
Predict resignations and take proactive action to retain top performers.
Understand how leaders and critical skillsets have developed within their organization.
Ensure they have strong succession pipelines to meet future needs.
Ensure they are paying for performance.
In this webinar, Cook will discuss:
The evolution of talent management.
The definition of workforce intelligence.
Examples of workforce intelligence for
Recruiting
Retention
Performance Management
Succession Planning
Compensation
5 Employee Relations Metrics you Should be Tracking & WhyDovetail Software
If tracked correctly, ER metrics can help determine the root cause of workforce trends in your organization. In this webinar, human capital strategy consultant and 20-year HR veteran Cathy Missildine-Martin will reveal five critical ER metrics you should be tracking and why.
Join us to learn:
* Why ER metrics are just as important to HR analytics as performance metrics
* How to use ER metrics to drive corporate policy change
* What ER metrics you should be tracking and what they reveal
* How to use technology to track, measure and report on ER metrics
This must-attend webinar will help ensure that you’re including the metrics necessary to paint a full picture of what’s going on in your organization’s workforce and have the insight you need to build an effective human capital strategy.
The HR Business Partner is the most difficult role Human Resources can offer. Becoming the HRBP is a long journey, because the fresh college graduate has to learn many things about the HR Management.
HR practitioners have learned to add value by becoming effective facilitators of senior team strategic planning sessions. Operationally, HR units can ensure their plans and programs support and drive strategic business: Capability Assessment, Capacity Management, SWOT-FS, Importance-Performance Analysis, Benchmarking and Best Practice studies and impact evaluation using Kirkpatrick Level 3 & 4 assessment are just some of the tools.
This presentation gives a very high-level explanation of what a dashboard should be used for, what type of content it should consider and how it should look to be most effective.
Without a doubt, “TECHNOLOGY” is changing HR functions. This “PRESENTATION” lays out what will change and why, as well as how “HR" professionals can prepare FOR FUTURE i.e. 2020
The Datafication of HR: Building your Business Case for Workforce Analytics a...Human Capital Media
How can you build a business case to get your workforce analytics initiative funded this year, not this decade? And why should you care?
It is commonly understood that companies with workforce analytics capabilities outperform their peers in quality of hire, retention and leadership capabilities. Yet, recent research by Harvard Business Review has found a large gap between what companies expect from human resources — data-driven insight and action —and the capabilities that are necessary to deliver it.
In fact, Deloitte University Press’ Global Human Capital Trends report found that although 75 percent of companies believe workforce analytics is important, only 8 percent believe their company is “strong” in this area — almost the same results as their 2014 survey.
HR expert Josh Bersin has coined the term “stuck in neutral” to describe HR’s slow adoption of workforce analytics. Why is this? Why does it matter? And what can you do to accelerate your movement toward data-driven HR?
In this webinar, analytics expert Dave Weisbeck will discuss:
The drivers behind the datafication of HR.
How to build a business case for workforce analytics.
Examples of workforce analytics at work.
Unlocking people data possibilities can shape your
strategy and help you make more informed decisions in your organization. Gut feel is good but data-driven is better.
The competition for talent has gone global, turnover is rising and employee engagement is stagnant at best. Companies have never had a greater need to understand with precision what it takes to recruit, retain and motivate employees. As a result, never before has HR had such an opportunity to move the needle for the business it supports.
As highlighted in a recent Harvard Business Review paper, “HR Joins the Analytics Revolution,” “a growing number of corporate boards, CEOs and CHROs understand that by applying data-driven solutions to improve decisions about talent, they can improve revenues and profits.” But what does this datafication of HR mean for the HR business partner and practitioner?
In this webinar, analytics expert Dave Weisbeck will provide direct examples of actions HR can take to:
Improve recruitment success and more efficiently find the skills and expertise needed at the right time for the best price.
Retain star performers more cost-effectively
Decode workforce planning and “dollarize” the people strategy.
Demystify diversity to develop a workforce that is more innovative, performs better and helps expand the company’s pool of customers.
Join Dave Weisbeck, Visier's chief strategy officer and an expert in statistical analysis and HR metrics, as he presents on this important topic.
Agility boosts performance: Guide for your agile transformation journeySebastian Olbert
ORGANIZATIONAL AGILITY AS A COMPETITIVE FACTOR
The Agile Performer Index
In the Agile Performer Index, goetzpartners and the NEOMA Business School clearly demonstrate the correlation between agility and entrepreneurial success. The more agile the company, the better it performs financially. The purpose of the study was to investigate what agility can really do for organizations. Is it just a temporary trend? With the right methodology, can agility deliver sustainable success?
Resulting from a broad survey among 285 leading European companies, the Agile Performer Index documents that agility programs are a suitable way for organizations to achieve lasting performance and competitive advantage.
Selected key findings:
Agile companies perform ~ 2.7 times better than non-agile companies
CxOs rate their company’s agility higher than do middle managers.
Sector check: Digital maturity doesn’t guarantee agility
The Next Big HR Transformation: How to Excel at Workforce PlanningHuman Capital Media
A fragile economic recovery. An increasing globalization. A major demographic shift in the working-age population. These are just a few of the reasons that today workforce planning can contribute more to the bottom line than ever before.
Yet for many organizations, workforce planning is a highly tactical activity, where human resources has a limited view of costs, finance owns the budget and source data varies in accuracy and completeness.
In this webinar, workforce planning expert Dino Zincarini will outline the keys to creating and executing a high-value workforce planning process, specifically:
Developing and exploring “what-if” scenarios.
Shaping workforce plans through collaboration.
Ensuring plans stick.
Understanding the factors that comprise your total cost of workforce.
Mapping plans to business savings.
Please join Dino as he explores this important topic.
The Impact of Key Performance Indicators (KPIs) on Talent Developmentpaperpublications3
Abstract: This Paper is one of the most important papers which focus on Key Performance Indicators in relation with talent development which start to be the main focus of all companies and countries and most researchers start working on the same subject to give more insights on it. This paper aim to explore the importance of Key Performance Indicators and its impact on Talent development and the advantages of using the performance management system especially in the large companies where there are difficulties in assessing employees’ performance. The importance of this research is the well develop and design comprehensive framework about the establishment, use and evolution of key performance indicators and how specialists can use the tools and implement process step by step with the highlighting of all challenges and limitations. The challenge is in the KPIs more than calculate the human capital ROI and Talent Development because it’s the hardest part where implementing such techniques can restructure all the organization from the bottom line. This level of extensiveness is the place the test exists much of the time, and where the profit of having a decent strategic plan is not completely figured it out. In short, it is a long between joined affix that needs to be concentrated on nearly part by part.
Connecting HR to the Business: Transforming the Role of HR Through Workforce ...Human Capital Media
In 2014, the human resources analytics team at a large financial services firm had a lofty goal: Enable HR to play a more strategic role in the business by transforming its use of data in workforce decision making and planning.
In this interactive session, the company’s director of workforce analytics, Stela Lupushor, will discuss her team's journey with workforce analytics and planning, including:
Overcoming hurdles and establishing best practices
Telling stories with data and driving adoption of a data-driven culture within HR
Linking HR to business outcomes
Implementing collaborative, strategic workforce planning
Success stories
What’s next
Putting the "Strategic" in Strategic Business PartnerVisier
Deloitte University Press’s recent “Global Human Capital Trends 2014” report identified that re-skilling HR is a “top three” priority for enterprises worldwide. Yet only 15 percent of organizations say they are ready to respond to this trend, and even fewer (11 percent) say they are ready to implement workforce analytics.
What is driving this trend? How does the re-skilling of HR relate to workforce analytics? Find out how to put the "strategic" in Strategic Business Partner.
View the full webinar recording here:
http://www.visier.com/lp/putting-strategic-in-strategic-business-partner/
4. Page 4
TODAY’S AGENDA
What is driving the “datafication” of HR?
What are the top stories you can tell with
data?
How can HR use data to become a
strategic force?
5. Page 5
CUSTOMER VALUE
A growing number of corporate
boards, CEOs, and CHROs
understand that by applying data-driven
solutions to improve
decisions about talent, they can
improve revenues and profits.”
Harvard Business Review, 2014
6. FORCES DRIVING HR TRANSFORMATION
Page 6
Hire
Right
Demographic
Shift
Retain
Top
Talent
Skills
Shortages
Ensure
Planning
Agility
Economic
Flux
Optimize
Spending
Competitive
Pressures
more than ever
before HR can
play a critical role
in driving
business
performance.
7. Page 7
“THE WAR FOR DATA IS ON”
JOSH BERSIN
Level 4: Predictive Analytics
Predictive models, scenario planning
Level 3: Strategic Analytics
Segmentation, analysis, people models
Level 2: Proactive – Advanced Reporting
Routine, benchmarking, dashboards
Level 1: Reactive – Operational Reporting
Ad hoc, reactionary
4%
10
%
30
%
56
%
If you are not investing in
an integrated analytics
capability within HR…
you’re going to fall
behind.
Bersin by Deloitte, October 2013.
9. Page 9
“DATAFICATION” INCLUDES METRICS AND
ANALYTICS
Metrics
A system or standard of
measurement
E.g. Turnover
Analytics
The connecting and
analysis of data
E.g. Who is at risk of
leaving?
10. Page 10
How can HR leverage data to
become a strategic force?
11. Page 11
CHOOSE TOPICS THAT HAVE BOTH HIGH
IMPORTANCE AND HIGH BUSINESS
IMPACT
High High
Low High
11
Business Impact of Findings Importance of Topic
12. TELL STORIES ABOUT YOUR INSIGHTS,
USING VISUALIZATIONS
Page 12
Align
Act
Analyze
• Measure past trends and
present realities
• Connect data points to achieve
insights and predict future
events
Analyze
• Articulate your findings
• Share your strategy
• Collaborate and gain buy-in
Align
• Act on workforce decisions
• Develop and implement
credible workforce plans
• Balance costs with budgets
Act
The Workforce Intelligence Cycle
13. Page 13
Imagine you have 30 minutes with
your business leader….
16. Page 16
BUSINESS LEADER REVIEW
DASHBOARD
This is a common view most would recognize as the type of metrics you are bringing to a business leader to review.
Overall a good dashboard, but a business leader wants to use information to make decisions. For this context is key.
17. Page 17
MOVEMENT IN/OUT/WITHIN THE
ORGANIZATION
One of the most important points of context is: how have things changed?
If you think about headcount reporting. How do you go beyond to relate how the organization is
changing?
18. Page 18
WHERE DID THE CHANGE COME FROM?
How, invariably leads to why - or at least what is driving the change.
Is it people joining? Leaving, leaving voluntarily, being replaced?
19. Page 19
WHAT IS THE BREAKDOWN OF ALL
COMPENSATION EXPENSES YEAR TO DATE?
Business leaders invariably want to know where the money is going.
21. Page 21
ACQUIRING TALENT
One of the challenges with hiring, is that it is a process. There is flow and
movement. How do you see that?
22. Page 22
HOW TO SEE THE BIG PICTURE ON
HIRING?
Visualization can be critical.
Here we can see the core metrics we are used to - like time to fill - but we see those in context to the hiring process. What this also
helps us to balance out is the workload behind acquiring talent. Often the question with a business leader is about balancing speed
and cost. Business leaders want their key hires sooner, how can you help them see what is involved and what it takes.
23. Page 23
SPEED OR QUALITY OF HIRE?
How do we relate to the business that cost, speed and quality invariably have
an impact on each other when it comes to acquiring talent.
25. Page 25
ARE WE KEEPING THE PEOPLE WE
DON'T WANT TO LOSE?
The first place to start with retaining talent is to make sure you have your eye on regrettable turnover.
Not all turnover is bad. In fact, turnover can be good. New people bring new ideas. Bad fits, find better fits elsewhere.
26. Page 26
WHAT ARE THE LEADING INDICATORS OF
TURNOVER? WHAT PATTERNS EXIST IN OUR
RESIGNATIONS?
With attrition, one of the most common questions people pose is: why? How do you find root causes for something as complex as
people leaving an organization?
Is it because they weren't engaged? Their manager? Their career was stalled? Didn't fit in? Been there so long they needed a
change? Felt rewards didn't match productivity?
30. Page 30
ARE WE DEVELOPING OUR BEST AND
BRIGHTEST FASTER THAN EVERYONE ELSE?
What is the average time since promotion broken down by performance and
potential – the 9-box.
31. WHO IS ACQUIRING TALENT FROM THE REST OF
THE ORGANIZATION, AND WHO IS DEVELOPING
TALENT?
Who is promoting into their team, and whose employees are being promoted into roles
outside of their team?
Page 31
33. Page 33
HOW IS OUR TOTAL COST OF
WORKFORCE CHANGING?
Alongside managing our compensation expenses we need to consider our total costs of workforce
and manage areas where costs may be increasing. This is especially important as we shift from
fewer employees and more contingent staff.
We might control compensation costs but add to overall organizational costs through our contingent
labor practices. Total Cost of Workforce will help us to understand and manage this.
34. Page 34
WHICH GROUPS ARE INCREASING THEIR
TOTAL COST OF WORKFORCE MOST?
Managing costs is about knowing what they are and being able to drill down into which groups /
teams or business units are increasing most rapidly.
Having the ability to look at the same data through multiple views allows you to communicate the
most important answers and then back them up with details.
36. Page 36
COMPARING ABSENCE COSTS TO
IDENTIFY REDUCTIONS
Benchmarking costs internally gives clear insight into where cost reduction is possible and allows you to focus your
work and track your progress.
Presenting results that show a like for like measure - absence costs per FTE and compares across different business
units, organizational functions locations etc makes this answer clear and compelling.
Managing absence costs is a clear and tangible way that HR can support the organization to achieve its overall
financial goals. Not all absence costs can be eliminated however reductions in this area can lead to substantial overall
cost savings.
37. Page 37
HOW WELL ARE WE MANAGING OUR
OVERTIME AND OTHER SUPPLEMENTAL PAY
COSTS?
The costs associated with supplemental pay are also an important place to monitor. These costs
fluctuate and it is often the case that as other costs are reduced then overtime or supplemental pay
increases to cover the short fall.
Being able to monitor the year over year change with regard to these costs and compare them to
changes in in your base pay is crucial.
39. Page 39
PERFORMANCE DISTRIBUTIONS FOR
EMPLOYEES AND MANAGERS
Performance management and the analysis of performance is crucial within an organization. Much as
these systems are criticised it is often the lack of analysis of the outcomes that leads them to be
poorly executed.
Being able to show the distribution of performance for employees and compare that to managers
40. Page 40
DRIVING PERFORMANCE THROUGH
COMPENSATION CHANGES.
Compensation changes are a necessary part of organizational life. The key questions for the
executive is are these changes going to the right people and are they supporting improvements to the
overall productivity and capability of our organization?
Being able to demonstrate the comp increases are going to high performers and / or high potential
employees demonstrates that HR is effective in driving pay for performance and that the increased
compensation dollars are going where they will most benefit the business.
42. Page 42
HOW DIVERSE ARE WE ACROSS OUR
DIFFERENT FUNCTIONAL GROUPS?
Overall diversity is one thing, however it is more insightful to be able to benchmark the diversity of your functional work groups
against those of your industry peers. Knowing whether or not the different job groups within your organization are more or less
diverse than your competitors changes the focus of your diversity initiatives away from purely compliance and towards the more
valuable area of organizational performance and differentiation.
Benchmarking against the Equal Employment Opportunities Commission database gives the most accurate and update
comparison of based on labor participation and data that is 14months old at worst.
43. Page 43
HOW DIVERSE IS OUR LEADERSHIP GROUP?
Leadership diversity is as important to track as overall organizational diversity. Some might argue it is even more
important. Being able to show the organization that diversity initiatives do not just apply to individual contributors but
are bringing a diversity of experience, thought and decision making to the leadership group has important impacts for
the organization.
Leadership decisions drive results and a more diverse leadership group is more likely to build a diverse organization.
Hence this comparison of the diversity of managers to total population will inform how and where you can further your
organizations diversity initiatives and build better results.
44. Page 44
WILL WE MAINTAIN LEADERSHIP
DIVERSITY?
Diversity is not a static state. It is constantly changing as people join and leave the organization. The most important
thing to understand to ensure business results are driven from organizational diversity is the make up of your
succession pool / candidates.
All the work that has been done to build a diverse leadership group can be undone if your succession candidates are
not as diverse as your current leadership. Hence showing the executive that your future senior leadership pipeline will
maintain or build the diversity that supports better results it crucial to demonstrating the strategic contribution of HR.
46. Page 46
BUT WHAT IS THE PLAN?
The most important comparison against your business is how you are doing against what you said you would do –
your plan.
To create real impact you need to know where you are going, and then monitor that you are doing what you said you
would do. This means analyze, plan, measure, and adjust is a constant way of life – an HR transformation.
47. Being able to tell the story of how headcount is matched to plan is one thing. When you can communicate
both headcount and overall costs provides the full picture that the organization needs in order to balance
the people required to deliver the goals and the financial resources required to support the people.
Costs without people, which is what finance reports, is only half the picture. In the same vein headcount,
without costs, which is often what HR reports is the other half. Reporting the two deliver the type of insight
executives need to be confident in the results and manage staffing and costs towards the short term and
long term goals.
Page 47
WHAT DID WE PLAN TO SPEND?
48. Page 48
KEY QUESTIONS TO ANSWER
48
Where are we
to plan – what
risks should be
be aware of?
BUSINESS PRIORITIES
PEOPLE PRIORITIES
How can we
optimize
employee
movement to
drive
performance?
What are our
actual labor
costs, and
what is driving
change?
How healthy is
our recruiting
pipeline?
What are our
best
performing
sources for top
talent?
Why are
people
resigning, and
who is at risk
of leaving?
How can we
improve on
team
development?
What is our
Total Cost of
Workforce,
and how can
we optimize it?
Are our people
investments
generating the
outcomes we
want?
How can we
leverage
diversity to
drive business
outcomes?
HR TRANSFORMATION
49. Page 49
Q&A
Dave Weisbeck, CSO, Visier
dave.weisbeck@visiercorp.com
www.visier.com