analytics everywhere: integrating measurement of learning, talent management, and diversity
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Analytics Everywhere: Integrating Measurement of Learning, Talent Management, and Diversity. Presenter John Kranz Product Manager Workforce Planning and Analytics Division. Agenda. About Peoplefluent Data, Metrics and Analytics Integrated Analytics Approach Solutions Overview Questions. - PowerPoint PPT PresentationTRANSCRIPT
July 16, 2013 Analytics Everywhere: Integrated Measurement of Learning, Talent Management, and Diversity
Analytics Everywhere: Integrating Measurement of Learning,Talent Management, and DiversityPresenterJohn KranzProduct ManagerWorkforce Planning and Analytics Division
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Agenda
• About Peoplefluent• Data, Metrics and Analytics• Integrated Analytics Approach• Solutions Overview• Questions
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Who We Are
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Why Peoplefluent?Strong History & Proven Track Record
• Over 5,100 customers• Over 6 million end users of SaaS products in more than
214 countries & territories• Peoplefluent solutions serve 80 of the Fortune 100• Over 550 Employees worldwide• Founded in 1997 – over 15 years of total workforce talent
management experience• Peoplefluent is privately held by Bedford Funding, a
private equity firm focused solely on the Human Capital Management marketplace
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Social
Analytics
Mob
ile
Profiles
Workforce Planning
Learning & Development
Goals, Performance &
Succession
Total Compensation
Enterprise Collaboration
Compliance & Diversity
Recruiting & Onboarding
Contingent Management
The most comprehensive suite of talent solutions in the market todayWe Help Our Customers Realize the Potential Of Their People
A Holistic Approach
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Data vs. Metric vs. Analytics
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Data
Measure that is collected with no specific goal in mind
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Data Integrity
• 83% of all data migration projects either fail outright or suffer significant cost overruns and/or delays
• Lack of confidence in data will block decision-makers from taking action
• Lack in timely delivery of data delays proper decision-makingand analysis
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Metric
• A measurement with the goal of gauging some quantifiable component of a company’s performance
• Measures become Metrics when you set goals and thresholds the measure will be compared against
• Trending of Metrics tells afuller story and provideshistorical context
• Benchmarking of select KPIsmay help reveal problems
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Common Metric Selection Mistakes
• Metrics for the sake of metrics (not tied to business goals)
• Too many metrics• Metrics not driving an intended action• Usually only “standard measures” – 80/20 rule• No record of methodology, formula or definition• No comparison figures (benchmarking and/or trends)• Data extraction difficulty
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Key Performance Indicator
• Metric that reflects critical factors for success• Helps measure progress towards strategic goals• Must be selected and customized based on objectives
and priorities of each organization• Usually target-based with
explicit thresholds• Examples
• Time to Fill Critical Roles• Employee Engagement Score
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Analytics
• Analytics depend on the problems and opportunities an organization faces
• Problems and opportunities lead to the metrics that decision makers need in order to perform analyses
• Analyses is what informsdecision makers
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Common Process of Using HR Metrics
Data Elements
MetricsAnalytics
Problem Solving
“Data”
“Information”
“Knowledge”
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Example: Retention of Key Talent
Specific Workforce Initiative
• Retention of Key Talent
Analytics
• Understand the extent of the problem, how it has changed over time, where it is the most prevalent and possible causes
Metrics
• Attrition Rate, Bad Attrition Rate, Involuntary & Voluntary Termination Rate, Employee Engagement and Satisfaction Rate
Data Elements
• Terminations, Headcount, Involuntary & Voluntary Terminations, Engagement scores by month – segmented into employee groups & depts.
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Human Capital Analytics
• Process by which we transform measures, metrics, KPIs into insight to create value
• Information that can be used to make business decisions
• Highest purpose – to create business indicators to help management chart the course of the business
• Metrics Analytics Strategy
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Metrics vs. Analytics
Source: Cathy Missildine-Martin, Profitability Through Human Capital, 2011
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Integrated Analytics is the Cornerstone for Talent Management and Workforce Planning
• Analytics is increasingly driving the alignment of people with planning
• When Aberdeen Group surveyed 250 organizations for its 2012 Analytics in Action study, integration of talent and business strategy was the #1 initiative in place among all of the organizations
• Organizations need visibility into talent data and an understanding of the gap between available talent and the business need
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Integrated Analytics in Action• Build scenarios that unlock information to drive business results• Forecast to allow decision makers to be pro-active and to help
ensure achievement of goals• Accountability driven by setting goals to track workforce results • Alerting leaders when key performance indicators go out of
threshold or simply trend in the wrong direction. • Collaborating through an interactive environment to understand
workforce issues and take action• Predicting trends and drive actions that will effect the future • Guiding executive decisions with concise, boardroom-ready focus
and expert analysis along with documented business conversation and collaboration
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Greatest HR Challenges Faced by Today’s Leaders
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HR Activities, Initiatives, Programs
Productivity
Customer Satisfaction / Loyalty
Safety
Quality
Profitability
Hiring / On-Boarding
Retention / Employee Separation
Employee Attitudes
Benefits / Work-Life Balance Initiatives
Development / Training
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Talent Life Cycle
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Strategic Planning
• Critical to map talent investment costs to business goals
• Identify strategic rolesCost per day when operating
without a key player(Sullivan, 2005)
Successor pool coverage Headcount demand (Workforce Planning)
$7000
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Talent Acquisition
• Increase the quality of hire by identifying the best sources of hire
• Employee referrals deliver positive ROI Quality of hire per source Contractor cost Time to Fill Offers Accepted
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Onboarding
• Strategic onboarding program increases engagement levels, and can decrease costs going forward
• Low engagement levels have a real impact on the bottom line
New hire engagement score New hire voluntary attrition New hire performance rating
60/80% 30-50%
Source: Human Capital Institute
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Learning & Development
• New hire and ongoing – ensure all employees have the skills and tools they need to succeed
• What is the ROI? Training completion rate Internal placement rate Employee Trained Average Performance Rating Untrained Employees Average Performance Rating Training Performance Differential Training Expense per Employee
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The HR Scorecard
Ongoing research program includes over 2,800 corporations
Bottom 10% Top 10%HR Index HR Index
(42 Firms) (43 Firms)Firm Performance
Employee Turnover 34.1% 20.9%Sales per Employee 158,101$ 617,576$ Market Value to Book Value 3.64 11.06
HR PracticePercentage of Jobs Filled Internally 34.9% 61.5%
Comparison of High and Low HR Management Quality
Becker Huselid Ulrich
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Coaching/Mentoring
• Can help overcome costly performance problems
• There is value to putting coaching and mentoring programs in place. However, there are also costs.
Business impact of coaching program (ROI) Participation in mentoring programs
• OI Partners research: http://www.oipartners.net/Libraries/Reports/2013_national_retention_survey_report.sflb.ashx
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Retention
High performer retention Critical role retention Employee engagement score
Source: Corporate Leadership Council Research
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The Importance of Planning
• Workforce is the largest expense for most organizations and should be the largest player in organizational planning
• 67% of companies believe analytics create a competitive advantage (MIT Sloan Management Review)
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The Importance of Planning
Source: KPMG’s 10 Steps to Strategic Workforce Planning
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The Importance of Planning
Source: Carol Morrison from i4cpApril 24, 2013
• Create defined roles for organizational leaders
• Integrate workforce planning with strategic planning
• Apply corporate values to focus workforce planning
• Use innovative tools to customize and communicate workforce planning across the organization
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Do we have the talent in place to meet our strategic goals?
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Do we have the talent in place to meet our strategic goals?
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Do we have the talent in place to meet our strategic goals?
• Translate business strategy into organizational capabilities• Determine the talent needed to deliver on organizational
capabilities• Confirm current talent needs and future talent forecasts• Conduct a talent gap analysis for current and future states• Identify actions and investments to close current and
future talent gaps
Source: Sibson Consulting
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Solutions Review
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Questions?
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John KranzProduct Managerp. 214-278-5148e. [email protected]
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