akt confidential & proprietary workforce analytics made easy hrus, february 6 th 2012 etan...
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AKT Confidential & Proprietary
Workforce Analytics Made EasyHRus, February 6th 2012
Etan Bernstein
2AKT Confidential & Proprietary
Why is Everyone Talking About Workforce Analytics?
NumbersBehind HR
“New tools and methods enable HR to define the link between “people practices” and performance. This couldn’t have happened at a better time, since CEOs are hunting for value anywhere they can find it.”
“…more and more business functions are using data not only to increase efficiency but also to help generate better business results. Here’s how HR can join their ranks.”
“The need for expanded workforce reporting and analytical capabilities has likely never been as urgent. Workforce issues … are prominent on corporate agendas.”
AKT Confidential & Proprietary
thus, workforce analytics can be extensive and SOPHISTICATED
It’s the era of BIG DATA…
but… SIMPLE solutions can provide TREMENDOUS value!
4AKT Confidential & Proprietary
Valu
e /
Imp
act
HR Operational Business Strategic
Successful Workforce Analytics is a transformation process
Optimize talent processes
Increase HR efficiency
Measure efficiency of HR operations
Optimize use of HR technology
Ad hoc reporting to improve operations
Increase workforce productivity
Support decisions with workforce data
Measure efficiency of the workforce
Monitor workforce trends and changes
Business acts upon workforce reporting
Measure business impact of HR
Align human capital investment with
strategy
Analyze workforce trends and explain causality
Measure and forecast effect of HR on business
Align HR with business strategy
Embed workforce planning in business
planning
Forecast and plan future workforce
Drive strategic business planning
HR Operations Reporting
Strategic Analytics
Workforce Planning
Workforce Reporting
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Case 1: Workforce Productivity
Sales representatives leave the company after about a year.
It takes a few months for sales representatives to reach good performance.
Create a business case for managerial decisions
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Case 1: Workforce ProductivityCreate a business case for managerial decisions
7AKT Confidential & Proprietary
Case 1: Workforce Productivity
Reduce first 60 day turnover
by 5%
Extend average service length
by 1 month
Improve average “steady state”
sales by 3%Improve
learning curve by 10%
Create a business case for managerial decisions
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Case 1: Workforce ProductivityCreate a business case for managerial decisions
Improved Candidate
Screening & Job Expectations
Orientation & on-the job
training
Feedback & compensation
model
Manager training & employee relations
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Case 1: Workforce ProductivityCreate a business case for managerial decisions
Improved Candidate
Screening & Job Expectations
Orientation & on-the job
training
Feedback & compensation
model
Manager training & employee relationsInvestment of <5M NIS
Produces > 20M NIS increased Revenue
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Case 2: Talent MeasuresTrack and develop organizational talent pool
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Case 3: Revenue per FTE (a classic!)Compare and track workforce efficiency
ICL
15AKT Confidential & Proprietary
Case 3: Revenue per FTE (a classic!)Compare and track workforce efficiency
ICL
16AKT Confidential & Proprietary
Case 3: Revenue per FTE (a classic!)Compare and track workforce efficiency
17AKT Confidential & Proprietary
Case 3: Revenue per FTE (a classic!)Compare and track workforce efficiency
18AKT Confidential & Proprietary
9 Tips to get you started
• Link to the company's key business challenges
• Ask managers what information they need to be able to make better decisions
• Don’t invent the wheel – start with standard metrics
• Select measures that can be derived from readily available data
• Less is more – begin with just a few metrics
• Start today
• Simple, Simple, Simple
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Not everything that can be counted counts, and not everything that counts can be countedAlbert Einstein
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Galileo Galilei
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Measure what is measurable, and make measurable what is not so
