Workforce Sustainability - Building a Thriving Workforce in a Rebalance EraWorkforceNEXT
The ferocity of declining crude prices caused by global supply imbalances created a market disruption that forced O&G companies to quickly change their operating models to adapt.
O&G HR LEADERS RESPONDED — BUT AT WHAT LONG-TERM COST? HR leaders focused on meeting the requirements of the business with short-term strategies of cost cutting and organizational ‘build down.’ Yet longer- term fundamental O&G workforce challenges loom on the horizon no matter the price of oil.
ENTER THE ERA OF REBALANCING BUSINESS PORTFOLIOS, HUMAN CAPITAL STRATEGIES, AND HUMAN RESOURCE DELIVERY MODELS
HR leaders now drive toward lean, agile, productive, and engaged workforces. As the demographics of the O&G industry prepare for a tectonic shift, human capital strategies must be adaptive to a new workforce reality. This requires an analytics-based, long-term workforce plan, an elastic talent deployment model, and an enterprise-unique solution.
Mercer’s recent global O&G market disruption survey – representing over 250 companies from around the world and across the value chain will explore and answer critical questions to help prepare HR for the rebalance era ahead
•How did HR leaders respond to the 2015 disruption and were those responses effective?
•What approaches are proving most effective to design cost savings strategies that will also preserve the ability to compete in the future?
•What are the human capital challenges in the future and how do HR leaders plan to address future challenges?
•What innovative practices and approaches are on the horizon to further enhance HR,
Challenging the HR Community to Think in Terms of ROIWorkforceNEXT
Learn how Energy HR Leaders are using ROI to show senior executives and other stakeholders the value of human capital.
Sasol's presentation will showcase:
•By using ROI data proactively to influence and determine investment in HR programs and show HR alignment, contribution, and results in terms of monetary [$] value.
•Speaking the financial language of CFOs and other executives by showing the impact, including ROI, of a variety of HR initiatives.
Measurement and diagnosis of the strategic impact and value of selected Afric...Charles Cotter, PhD
Diagnostic findings of the measurement of the strategic business impact, value and maturity of the current HRM and L&D practices in 12 focal areas in 9 African countries by means of surveys and change messages and improvement strategies to actualize to strategic performance advisor and strategic learning partner roles
Strategic Workforce Planning: Key Principles and Objectives, Paul TurnerThe HR Observer
Making sure that we have the right people in the right place with the right level of skills at the right time to deliver both short and long term objectives requires information and insight. This need has sparked a growing interest in workforce planning. Organisations have identified a compelling need to be able to ‘shape’ and skill themselves to deal with both expected and unexpected events: as well as to control costs without damaging competitiveness. Strategic Workforce Planning (SWP) supports these objectives in the quest to become flexible and agile. SWP is a core process of human resource management. It helps HR Professionals to provide insight to an organisation’s competitive advantage through people. This session will cover some of the objectives, principles and models used in SWP, together with case studies of best practice.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
HR Metrics & Analytics for Strategic Decisions Making Summit 2016 Erika Aligno
As an extension of the 15th annual HR Metrics & Analytics event held in Florida USA, IQPC is pleased to announce the Australian customised event, HR Metrics & Analytics for Strategic Decision Making 2016.
Workforce Sustainability - Building a Thriving Workforce in a Rebalance EraWorkforceNEXT
The ferocity of declining crude prices caused by global supply imbalances created a market disruption that forced O&G companies to quickly change their operating models to adapt.
O&G HR LEADERS RESPONDED — BUT AT WHAT LONG-TERM COST? HR leaders focused on meeting the requirements of the business with short-term strategies of cost cutting and organizational ‘build down.’ Yet longer- term fundamental O&G workforce challenges loom on the horizon no matter the price of oil.
ENTER THE ERA OF REBALANCING BUSINESS PORTFOLIOS, HUMAN CAPITAL STRATEGIES, AND HUMAN RESOURCE DELIVERY MODELS
HR leaders now drive toward lean, agile, productive, and engaged workforces. As the demographics of the O&G industry prepare for a tectonic shift, human capital strategies must be adaptive to a new workforce reality. This requires an analytics-based, long-term workforce plan, an elastic talent deployment model, and an enterprise-unique solution.
Mercer’s recent global O&G market disruption survey – representing over 250 companies from around the world and across the value chain will explore and answer critical questions to help prepare HR for the rebalance era ahead
•How did HR leaders respond to the 2015 disruption and were those responses effective?
•What approaches are proving most effective to design cost savings strategies that will also preserve the ability to compete in the future?
•What are the human capital challenges in the future and how do HR leaders plan to address future challenges?
•What innovative practices and approaches are on the horizon to further enhance HR,
Challenging the HR Community to Think in Terms of ROIWorkforceNEXT
Learn how Energy HR Leaders are using ROI to show senior executives and other stakeholders the value of human capital.
Sasol's presentation will showcase:
•By using ROI data proactively to influence and determine investment in HR programs and show HR alignment, contribution, and results in terms of monetary [$] value.
•Speaking the financial language of CFOs and other executives by showing the impact, including ROI, of a variety of HR initiatives.
Measurement and diagnosis of the strategic impact and value of selected Afric...Charles Cotter, PhD
Diagnostic findings of the measurement of the strategic business impact, value and maturity of the current HRM and L&D practices in 12 focal areas in 9 African countries by means of surveys and change messages and improvement strategies to actualize to strategic performance advisor and strategic learning partner roles
Strategic Workforce Planning: Key Principles and Objectives, Paul TurnerThe HR Observer
Making sure that we have the right people in the right place with the right level of skills at the right time to deliver both short and long term objectives requires information and insight. This need has sparked a growing interest in workforce planning. Organisations have identified a compelling need to be able to ‘shape’ and skill themselves to deal with both expected and unexpected events: as well as to control costs without damaging competitiveness. Strategic Workforce Planning (SWP) supports these objectives in the quest to become flexible and agile. SWP is a core process of human resource management. It helps HR Professionals to provide insight to an organisation’s competitive advantage through people. This session will cover some of the objectives, principles and models used in SWP, together with case studies of best practice.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
HR Metrics & Analytics for Strategic Decisions Making Summit 2016 Erika Aligno
As an extension of the 15th annual HR Metrics & Analytics event held in Florida USA, IQPC is pleased to announce the Australian customised event, HR Metrics & Analytics for Strategic Decision Making 2016.
On October 21, 2015, Tom Haak of the HR Trend Institute gave a keynote at the Excellence in Talent Management seminar organised by Teneo in Brussels. These are the slides he used.
The next generation of HR transformation will see a strategic shift that incorporates services either new or non-traditional to HR functions, like – workforce planning, talent management, mergers and acquisitions, global workforce security, change management and global mobility.
With many solutions available on the cloud now – end-users have more choice than ever, so are there particular value add functions that you offer which tends to get people engaged?
Strategic workforce planning (also known as strategic staffing, talent demand planning and workforce shaping) is used by organisations to help them understand the workforce they will need in the future to execute on their planned strategy.
Who fits key positions both laterally and upward!
Reveal their competency gaps & get questions & coaching suggestions!
Measure your bench strength!
Career plan inside your company!
Individual Tips for each person!
Presented at the Montana Hospital Association's Spring 2009 Conference.
See more at: http://www.integratedhealthcarestrategies.com/knowledgecenter.aspx.
Strategic workforce planning is important for companies, since employees are inarguably the most vital "asset". Today, the emergence of data analytics and planning platforms are making it easier for companies to gain insight into important metrics, answer pressing questions and to design an effective human capital management programme.
Read more - https://www.polestarllp.com/strategic-workforce-planning-for-human-capital-management
This presentation includes key research into the value that human resources teams can provide through strategic, competency-based talent management practices.
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.
Why your organisation's future demands a new kind of HR
How do you adopt an operating model of the future to upgrade the HR function’s strategy and management and help them achieve their goals of agility, customer centricity and operational efficiency?
On October 21, 2015, Tom Haak of the HR Trend Institute gave a keynote at the Excellence in Talent Management seminar organised by Teneo in Brussels. These are the slides he used.
The next generation of HR transformation will see a strategic shift that incorporates services either new or non-traditional to HR functions, like – workforce planning, talent management, mergers and acquisitions, global workforce security, change management and global mobility.
With many solutions available on the cloud now – end-users have more choice than ever, so are there particular value add functions that you offer which tends to get people engaged?
Strategic workforce planning (also known as strategic staffing, talent demand planning and workforce shaping) is used by organisations to help them understand the workforce they will need in the future to execute on their planned strategy.
Who fits key positions both laterally and upward!
Reveal their competency gaps & get questions & coaching suggestions!
Measure your bench strength!
Career plan inside your company!
Individual Tips for each person!
Presented at the Montana Hospital Association's Spring 2009 Conference.
See more at: http://www.integratedhealthcarestrategies.com/knowledgecenter.aspx.
Strategic workforce planning is important for companies, since employees are inarguably the most vital "asset". Today, the emergence of data analytics and planning platforms are making it easier for companies to gain insight into important metrics, answer pressing questions and to design an effective human capital management programme.
Read more - https://www.polestarllp.com/strategic-workforce-planning-for-human-capital-management
This presentation includes key research into the value that human resources teams can provide through strategic, competency-based talent management practices.
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.
Why your organisation's future demands a new kind of HR
How do you adopt an operating model of the future to upgrade the HR function’s strategy and management and help them achieve their goals of agility, customer centricity and operational efficiency?
The presentation is a part of strategic planning exercise carried out by organizations and individuals to achieve long terms business and personal goals.
A brief introduction to Scenario Planning, a strategic planning process invented by the U.S. military, during the days of the cold war, and now widely used by organizations of all kinds, which produces realistic scenarios of potential futures, against which different strategies can be vetted.
Workforce planning strategies for turbulent times in Oil & Gas: Creating more...Nakisa
Due to volatility in oil prices, oil and gas HR organizations are having an incredibly difficult time delivering cost-effective and efficient talent management results. This pressure, coupled with the difficulty of understanding HR data and predicting labor cost, means oil and gas companies need more than ever to deploy sound strategic workforce planning that will ensure their businesses not only survive but thrive.
These challenging times are a blessing in disguise, allowing oil and gas companies to go back to the basics to reassess and realign organizational structures and costs to optimize the delivery of work.
What are the key forces shaping the current reality of O&G companies and driving their strategic directions and shifts?
How do you align your organizational structure with your workforce strategy?
What are some leading tools to help build a more agile and effective workforce?
How have other oil and gas companies responded successfully to the pressure?
David Bernstein of eQuest, the global leader in job-posting delivery and job board performance analytics, discusses how Big Data analysis provides organizations with greater recruitment marketing effectivenss than ever before. By not only delivering predictive information on job postings but by also taking a holistic look at your talent pipeline, Big Data analysis provides the insight organizations need to make better-informed decisions more quickly, reducing time-to-hire, costs and administrative burden.
HR Analytics and KPIs with LBi HR HelpDeskLBi Software
A well-designed and mature HR Case Management solution can provide great value through powerful analytics.
By delivering HR Help Desk Key Performance Indicators (KPI) in a graphical Executive Dashboard format, senior management will have the right information at their fingertips, in real time and with pain points clearly and visually presented, to make the critical decisions necessary to maximize organizational performance.
We will also show how this valuable data can enhance other KPI tools such as Balanced Scorecard analytics. Find out why Big Data analytics is truly a necessity to succeed in today's highly competitive business climate!
We will discuss and demonstrate how LBi HR Help Desk analytics can transform your organization by providing a keen understanding of your workforce dynamics, including exposure to general employee attitudes, management issues, festering labor disputes, and other workplace concerns that can impact productivity
Get the latest on the data trends impacting the HR space. With this deck, you can:
- Understand what’s driving the rise of analytics in HR
- Learn how early adopters are leveraging the power of data & insights
- Discover how to build a data-driven culture
- See how you can apply analytics to answer critical talent questions
Workforce Insight And Change Making Comms V4 AaAladam
These slides provide an overview of how to do Workforce Planning & Analytics so leaders can make better, more informed decisions. Hope you like it!
If the mention of data and analytics gives you hives, don’t worry - we’re here to help! In this e-book we’ll guide you step-by-step through how to find the best person for the job faster, using talent pool insights that will make your hiring manager smile.
Steering into the Storm: O&G Economic OutlookWorkforceNEXT
A proverbial 100-year storm has disrupted positive trend lines the O&G industry once took for granted. Understanding the storm’s characteristics and path is essential for survival. High level economic realities of the new O&G paradigm will be explored, with a focus on oil markets, oilfield activity, and workforce trends.
Talent Acquisition: Case Study PresentationsWorkforceNEXT
Presented by Dora Rodriguez - Manager Corporate Recruiting at Enterprise Products Partners, Kristy Sidlar - Executive Director Human Capital Solutions at Allegis Global Solutions.
General Session: Successful Culture Development & Integration in an Active M&...WorkforceNEXT
Presented by Marty Kunz - VP of HR at C&J Energy, Roger Mosby - VP of HR at Kinder Morgan, Laura Ramey - VP of HR at Crestwood Midstream. WorkforceNEXT Summit. September 30, 2014.
The Secret to Success: Why Qualitative Data in Talent Acquisition is the Secr...WorkforceNEXT
Presentation given by Denise Mannix - Global Director of Organizational Development & HR, Weatherford International at the WorkforceNEXT July Forum: Workforce Acquisition & Management Strategies in Oil & Gas on July 24, 2014.
Global Mobility & HR Agility: How Paragon Offshore is Solving Two Major HR Ch...WorkforceNEXT
Presentation given by Paulo Calderon - HRIS Manager, Paragon Offshore at the WorkforceNEXT July Forum: Workforce Acquisition & Management Strategies in Oil & Gas on July 24, 2014.
The Game Changers: What is Happening Right Now That Will Have Lasting Effects...WorkforceNEXT
Presentation given by Brett Haugh - Principal and EVP, Ascende at the WorkforceNEXT July Forum: Workforce Acquisition & Management Strategies in Oil & Gas on July 24, 2014.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
What’s Your Game Plan? Workforce Planning - How to Find, Build and Utilize Analytics/Big Data for Successful Workforce Planning
1. WHAT’S YOUR GAME PLAN?
Workforce Planning – How to Find, Build and
Utilize Analytics/Big Data for Successful
Workforce Planning
Moderator: Steven Porter Account Executive, Workday
Scott Greebon Strategic Workforce Planning Leader, GE Oil & Gas
Edwin Sellas Manager, HR Insights and Planning, Spectra Energy
Akia Watkins Director of Talent Planning, Spectra Energy
ENERGY HR EVOLUTION
Managing Competing Priorities & Planning for the Future
2. WorkforceNEXT Fall Summit 2015
Edwin J. Sellas
Manager, HR Insights & Talent Planning
What’s Your Game Plan? –
Find, Build and Utilize Analytics/Big Data
for Successful Workforce Planning
Akia J. Watkins
Director, Talent Planning
3. Spectra Energy
One of North America’s leading pipeline and midstream
companies
Natural Gas Transmission Pipe: 19,000 mi
Natural Gas Storage Capacity: ~300 Bcf
Natural Gas Gathering Pipe: 70,000 mi
Crude Transmission Pipe: 1,700 mi
NGL Transmission Pipe: 1,500 mi
SE Gas Processing Capacity: 3.7 Bcf/d
2Q15 DCP Gathered and Processed: 6.4 Tbtu/d
2Q15 DCP NGLs Produced: ~400 MBbl/d
Distribution Pipe: 39,900 mi
Union Gas Retail Customers: 1.4 million
What’s Your Game Plan? | 3
4. The Foundation
Analytics support high performance Talent Management
TalentManagement
WorkforcePlanning
TalentAnalytics
What’s Your Game Plan? | 4
5. Current challenges at Spectra Energy
Rooted in long-held processes
Lack of functional
competency
Workforce planning primarily
approached as reactive
demographic reporting, not
as proactive discipline and
methodology.
Business comes to HR for
reports, not solutions
Reports provide limited
insight as they tend to be
reviewed in isolation.
Abundance of data,
limitedcapacity
Meaningful insights hard to
come by without a different
approach.
Processchallenges
Prevent HR from becoming a
valued partner to the business.
Point-of-contacts not best
source for analytic consulting
Client-facing partners often not
equipped to ask the right
questions and then use available
data-based evidence for
addressing problems at hand.
What’s Your Game Plan? | 5
6. Current challenges at Spectra Energy
Rooted in long-held processes
Consult beforereport
Start with problems, not
with data.
Business-first
Connect to business goals
& initiatives.
Tellstories
Explain not only the “what”
but also the “why” of current
and future state of talent.
Go beyondcompliance
Inform business strategy
and operations.
HR lens
Leverage HR best practices
and incorporate pre-existing
enterprise initiatives.
Future-orientation
Use trends to predict future
needs and gaps to address
with HR levers.
What’s Your Game Plan? | 6
7. What are talent analytics and workforce planning?
Definitions
Talent Analytics
• Is the application of analytics
processes to the human resource
space
• Does not deal simply with
gathering efficiency data
• Provides insight into HR
processes by gathering data to
make relevant decisions about
how to improve these processes
• Examines causal relationships
between HR activities and
resulting business outcomes.
When actualized, businesses
attain a greater ROI
Workforce Planning
Systematic process for…
• Analyzing the workforce
• Identifying and addressing the
gaps between the workforce
today and future staffing needs
• Determining the steps to take to
meet the human capital needs of
tomorrow
What’s Your Game Plan? | 7
8. Workforce Planning: Not a quick fix
What’s Your Game Plan? | 8Source: Bersin byDeloitte
2020+
Level 4
Enterprise Strategic
Workforce Planning
Strategic WorkforcePlanning
on a Companywide Level
2018
Level 3
Strategic Workforce
Planning
Alignment with Business
Strategy: Workforce
Segmentation
2016
Level 2
Workforce Analytics
Workforce Skills Gap Analysis,
“What-If” Scenarios
40% of these include “scenario
planning” or “what-ifs” to test
quantitative datarelationships
2015
Level 1
HeadcountPlanning
Headcount Data Collection,
Headcount Analysis,
Static Data Reporting
53% of these go an additional step
and predict future headcount
based on historical trends
Maturity model for an emerging discipline
57%
22%
11% 10%
9. Who conducts the workforce planning process?
There is no
Formal
Ownership or
Visibility
HR Manager Staffing and
Recruiting
Business HR
Leader
Corporate HR Business-Unit
Leader
7%
18%
27%
46%
54%
60%
Majority of WP processes are owned by individual business leaders
What’s Your Game Plan? | 9Source: Bersin byDeloitte
10. Workforce Planning
Definition
Compare supply and
demand analyses to
identify and prioritize
critical workforcegaps
Understand the composition
of the workforce that will be
needed to accomplish future
functional requirements
Understand the capabilities of
the current workforce in terms
of size and skills
Design effective talent
solutions that effectively
close prioritizedgaps
Create and
communicate a plan
forexecuting
solutions
Workforce
Planning
Evaluate how well
solutions worked to
close gaps identified
Supply
Analysis
1
2
Demand
Analysis
Gap
Analysis
3
Solutions
Design
4
Implement
5
6
Evaluate
What’s Your Game Plan? | 10Source:SHRM
11. Talent Scorecards
Visualization for quick digestion
• Or based on throughput
– Time to Fill
– Applicant and Hire Sourcing
– Hires and moves
Prior State
• Disparate reports, limited trending
• Primarily demographic-driven
– Age
– Tenure
– Race
– Gender
– Tenure
– Turnover
– Voluntary
– Voluntary minus retirements
Current State – Phase 1: Visualizations Using Excel
• Comprehensive talent metrics with trending
– Based on metric categories:
Revenue per FTE
Capabilities
Flight Risk
Turnover
Attraction
Engagement
Performance
Management
– Metrics within categories are flexible,
may vary over time within category
– Incorporates human judgment; HR
Leaders provide 1-5 rating on each
category given available metrics Training
TalentKinetics
Bench Strength
Succession at the Top
Diversity
What’s Your Game Plan? | 11
12. Talent Scorecards
Move to blend and drilldown capability
Future State – Phase 2: Visualizations Using General Data Science Software
Tableau SAPLumira
Others:
Tibco Spotfire
CliqView/CliqSense
Pentaho
Future State – Phase 3: Visualizations Using Integrated Talent Management Software
What’s Your Game Plan? | 12
13. Manage limited resources through scope
Provide mechanisms to “right-fit” for current capacity
Balance Expectations
BRAND THRU FUNCTION
Human CapitalPerformance
HR Insights and Planning
POLICY STATEMENTS
MESSAGING IN CLIENT DOCUMENTATION
Investment of Time and Modes
• Intranet
• Road show
What’s Your Game Plan? | 13
14. Differentiate Your Work
Ad-hoc, hypothesis-driven analytics vs. data mining
Product Packaging: STAR and TAP Reports
What’s Your Game Plan? | 14
15. Audit the Current State Analytics Function
People, Programs, Data and Technology
Analytic
Consultants
Employee
Surveys
Workforce
Planning
Leadership
Dashboards
Metrics &
Benchmarking
Predictive
Analytics
Business
Leadership
Analytics-Versed
BusinessPartners
Modelersand
Statisticians
HRIT
DataAnalysts
TrustedSources
DataStandards
DataQuality
Integration
AnalyticAccess
Programs
People
Strength
Progressing
Weakness
CurrentState:
Capability x
Bandwidth
What’s Your Game Plan? | 15
16. Analytic Design Principles
Accurate Timely
Alignedto
Best Practice Flexible
Design
Principles
Compliance
Strategic Selection
(Metrics & Frequency)
Context (Benchmarks)
Governance
Drill-down capable
Just in time
Instantly Configurable
Future StateFuture State
Standard measures should:
• Evaluate progress towards critical
business goals and initiatives
• Guide and reinforce human behavior
• Be of goodquality
• Have potential to predict using trending
Process
should be:
Practical
What’s Your Game Plan? | 16
17. Substantive
Expertise (HR)
Hacking
Skills
Math and
Statistics
What’s Your Game Plan? | 17
Data Science in HR
Better at statistics than
software engineer, better at
software engineering thana
statistician.
The future of analytics
Data Scientist
Danger
Zone
Traditional
Research
Machine
Learning
DATA
SCIENCE
Hot Profession
• HBR declared this the “sexiest
profession of the 21st century”
• Demand for skilled professionals
• Median total salary: $144K (U.S.)
Before jumping in, consider
• Is your organization ready?
• Would a team approach work?
18. Information Systems and Interfaces
Know where your data originates
Phase I
Phase 2
Phase 3
What’s Your Game Plan? | 18
Owner:HR
Owner: HRIS
Owner:
HR
Owner: HRIS
19. Recommended Resources
What’s Your Game Plan? | 19
Books
Workforce Planning
Strategic Staffing: A Comprehensive System for Effective Workforce Planning, 2nd Ed.
(Tom Bechet)
Strategic Workforce Planning: Guidance & Gackup-up Plans (Tracey Smith)
Positioned: Strategic Workforce Planning that Gets the Right Person in the Right Job
(Dan L. Ward & RobTripp)
HR Analytics: General
Data Drive: Creating a Data Driven Culture (DJ Patil & HilaryMason)
Non-Obvious: How to Think Different, Curate Ideas, & Predict the Future (Rohit Bhargava)
The Talent Equation: Big Data Lessions for Navigating the Skills Gap and Building a Competitive Workforce
(Matt Ferguson, Lorin Hitt, & PrasannaTambe)
The ROI of Human Capital: Measuring the Economic Value of Employee Performance (Jac Fitz-Enz)
HR Analytics: Technical
Predictive Analytics for Human Resources (Jac Fitz-Enz & John R. Mattox II)
Data Science for Business: What You Need to Know About Data Mining and Data-Analytic Thinking (Foster Provost & Tom Fawcett)
Talent Management Technologies: A Buyer’s Guide to New, Integrated Solutions (Allan Schweyer, Ed Newman & Peter DeVries)
Balanced Scorecards & Operational Dashboards with Microsoft Excel, 2nd Ed (Ron Person)
The HR Scorecard: Linking People, Strategy and Performance (Brian Becker, Mark Huselid, & Dave Ulrich)
Integrated Talent Management Scorecards: Insights from World-Class Organizations on Demonstrating Value
(Toni DeTuncq & LynnSchmidt)
Communicating Data With Tableau (BenJones)
Software (Representative)
Database
Your HRIS System
Visualization
Excel, Tableau, Spotfire,
Pentaho, Lumira
Advanced Statistics
SPSS, R, SAS,JMP
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Employer of Choice
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What’s Your Game Plan? | 20