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Dashboards/Scorecards:

Keystone to Strategic HR

SHRM Atlanta

4/30/2013

Meet today’s speaker

Vice President and HR Industry Expert, Ceridian HCM

jayson.saba@ceridian.com @jaysonsaba

• Human capital management (HCM) analyst for Ceridian

• Previously, led HCM research at Aberdeen Group, and launched employee

benefit self-service tools and retirement management solutions at Fidelity

• Expert on various HR functions, including workforce management, benefits

administration and recruitment

• Contributor to key industry publications such as The Economist, Workforce

Management, HR Executive, Talent Management, HRO Today, and PayTech

magazines

• MBA from the McCallum Graduate School at Bentley University

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Definition

• A Scorecard is a measurement tool of how well an entity is doing. It comprises

several KPIs/metrics and it often includes more than one area. A Scorecard (as

we will see in today’s example) will have some targets. A Dashboard is a

monitoring tool that shows how a company is performing relative to a

KPI/metric at any given time.

• SHRM Foundation “Transforming HR Through Technology” (Johnson, Gueutal):

An HR dashboard provides high level, real-time data related to the most

critical measures of HR success. This is done in a visual fashion, similar to the

dashboard on a car. Dashboards allow managers to examine information in

greater levels of specificity, which can help to quickly identify and focus on

potential problem areas. By linking the data on the dashboard to the key

organizational metrics, managers can more effectively see the ties between HR

outcomes and corporate goals.

• However, in every HR organization from the CHRO level down, the terms

have been used interchangeably. And for today’s purposes we will do the

same.

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What’s expected of you

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Gro

wth

Effic

ien

cy

60% of a company’s dollars on average are people expenses

HR’s strategic value had been slumping

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71% of companies state that the most critical skill for HR is the ability to link

HCM efforts to business goals. ~ Aberdeen Group, January 2013

Things are Looking Up

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More than HALF (55%) of us believe that HR

has gotten more Strategic since 2012

~ Aberdeen Group, January 2013

The challenges HR faces

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Burden of

everyday

administration

The challenges HR faces

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Burden of

everyday

administration

Lack of buy-in

from

executives

The challenges HR faces

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Burden of

everyday

administration

Lack of buy-in

from

executives

Lack of follow

through from

managers

Top HCM investment priorities

10 Source: Aberdeen Group, January2013

Top HCM investment priorities

11 Source: Aberdeen Group, January2013

BUT, more often than not, we have to:

- Prioritize these initiatives

- Fight to build the business case

- Show the value it brings to the

company

- Get employees and managers to

embrace them

Data Drives Objectivity

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“Our main business is not to see what lies

dimly at a distance but to do what lies

clearly at hand.”

– Thomas Carlyle, Scottish author, essayist & historian (1795 – 1881)

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Impact of workforce scorecards or dashboards

Organizations using scorecards are

2X

as likely to indicate that HCM strategy is

fully aligned with the business strategy

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Let’s Get to Work

By keeping it SIMPLE!

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Case study: Childhood education company

• Provider of Head Start/Early Head Start and other

comprehensive early child programs

• Serves almost 4,000 young children and families

around the country every day.

• Challenges

- Extreme growth: 10x in 4 years

- Manual workflows not scalable

- Disparate processes

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Five Part Scorecard

1. Talent Acquisition

2. Talent Development

3. Performance Management

4. Culture

5. HR Service Delivery

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1. Talent Acquisition

Objectives Baseline 1st

Year 3rd Year

1. Increase the percentage of active open

positions filled within a targeted deadline of

60 days.

XX 65% 85%

2. Maintain the employee retention rate (less

company-initiated transitions) above 75%. XX 75% 75%

3. Increase the percentage of managers with

active positions in the year who indicate

satisfaction or high satisfaction with the HR

hiring support provided, as measured by

survey.

XX 80% 90%

4. Cost per hire (Including advertising agency

fees, employee referrals, travel cost of

applicants and staff, relocation costs,

recruiter pay and benefits).

XX XX XX

5. Vacancy rate XX XX XX

2. Talent Development

Objectives Baseline 1st

Year

3rd

Year

1. Increase the percent of employees who

accomplish all of their development targets

annually.

XX 50% 75%

2. Increase the percent of employees who

indicate satisfaction or high satisfaction with

their development opportunities as

measured by annual employee survey.

XX 60% 80%

3. Staff training (% of staff completing new hire

training within 90 days of hire). XX 90% 100%

4. Internal promotions (% of open roles filled

internally). 30% 40% 50%

5. Professional development (% of staff

utilizing tuition reimbursement program). 12% 20% 25%

3. Performance Management

Objectives Baseline 1st Year 3rd Year

1. Increase the percentage of employees for

whom performance reviews have been

completed and documented by the target

date.

XX 90% 100%

2. Increase the percentage of employees

who achieve at least 80% of their annual

performance targets.

XX 70% 90%

3. Increase the percentage of managers who

indicate that our compensation and

performance management processes help

align and maximize our people’s

performance with the goals of the

organization.

XX 75% 90%

4. Culture

Objectives Baseline 1st

Year 3rd Year

1. Increase the percentage of employees who

indicate that we have a positive work

environment, as measured by staff survey.

XX 80% 90%

2. Increase the percentage of employees who

indicate that the majority of our employees

live the values of our organization, as

measured by staff survey.

XX 65% 75%

3. Absence rate (# of days absent in month). XX XX XX

5. HR Service Delivery

Objectives Baseline 1st Year 3rd Year

1. Increase the percent of HR annual

initiatives completed on time and

within budget.

60% 80% 95%

2. Achieve internal customer

satisfaction levels with HR

services at above 85% as

measured by annual survey.

50%

of services

above 85%

65%

of services

above 85%

85%

of services

above 85%

3. Overall revenue factor (revenue

divided by total # of FTE). XX XX XX

Action Steps / Keys to Success

• Single source of TRUTH

• Start small and drill down later

• Work with business leadership, the higher the better

• It doesn’t matter how / what we measure as long as:

- Business is bought it

- We measure it consistently

• Measure monthly, report quarterly

• Tie it to a business metric (revenue per employee)

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Let’s

start

now!

Questions?

Follow us:

@Ceridian_us

@jaysonsaba

www.facebook.com/CeridianCorp

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www.ceridian.com