future of hr metrics a brave new world - university of south...
TRANSCRIPT
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Add Value&
Maximize Upside
Limit Liability
&Protect
Downside
Impa
ct/C
ontr
ibut
ion
to th
e B
usin
ess
StrategicHR Planning
OrganizationalDesign
HR as BusinessPartner
CompensationBenefits
Safety &Workers’
Compensation
Compliance
Labor/Union Relations
Staffing
Training &Development
Culture& Image
EEO/AA
EmployeeRelations Performance
Management
Survey ActionPlanning
HR InformationSystems (HRIS)
A Century of Evolution in the Function
Labor Employee Personnel Human OrganizationalRelations Relations Resources Effectiveness
HR Continues to Evolve& the model defines our aspirations
continue to grow
Source: Rich Vosburgh
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The Role of HR
The 2002 Human Resource Competency Study found that 43% of HR’s impact on business performance came from its strategic contribution.
Source: University of Michigan Business School
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The Role of HRIn 2001, greater proportion of respondents (41.1%) said they were full partners in the development and implementation of business strategy than in 1998 (29.4%).
However, the expected increase in time devoted to this role is not reflected in the data.
Source: HRPS/Center for Effective Organizations
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Efficiency and Effectiveness
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Effectiveness
Efficiency
Impact
Three Levels of MetricsEfficiency
•What range of resources (financial and non-financial) should be considered?
•What is the appropriate level of investments?
•How should investable resources be allocated to maximize results?Source: Boudreau and Ramstead
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Effectiveness
Efficiency
Impact
Three Levels of MetricsEffectiveness
•What unique combination of policies and practices would best build the necessary human capital?
•What factors link policies and practices to human capital enhancement?
•What attributes distinguish effective from ineffective policies and practices?
Source: Boudreau and Ramstead
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Internal and External Historical
Benchmarks
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The Role of HR
PeopleProcesses
Future / Strategic Focus
Day to Day Operational Focus
Strategic Partner• Strategic HR Planning• HR as Business Partner• Culture and Image
Change Agent• Staffing• Organizational design• Survey action planning• Performance measurement• Training and developmentEmployee Relations Expert• Employee relations• Labor relations• Safety & workers’ compensation• Diversity and EEO
Administrative Expert• Compensation• Benefits• HR information systems• Compliance
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Administrative ExpertCompensation Payroll as %--total operating costs (benchmarked); compensation targets benchmarked against peer companies; turnover rates; quality of management review and Board material.
BenefitsMedical cost per participant; dental cost per participant; 401K employee participation rate; $ saved in union negotiations.
HRIS Systems Support HRIS implementation on time and within budget; customer satisfaction.
Compliance# New EEO Charges; # Old EEO Charges Closed; Progress on AA Goals; Outcomes of Inspections and Audits.
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Employee RelationsTurnover rates, “Best Place to Work” rankings, legal compliance, efficiency, union activity (or lack thereof).
Labor RelationsAbsence of the extreme negative (strikes, slowdowns, sit-downs, boycotts); $ outcome of new contracts, both immediate & longer term; timeliness & quality of new contracts; productivity per employee; safety & quality measures.
Safety and Workers’ Compensation
Employee Relations Expert
# Incidents & $ value of accidents; # employees trained; % required training & certifications completed; audit results.
Diversity & EEOAttitude survey measures of perceived fairness; # people trained in Diversity Awareness and Diversity Leadership programs; perceived tolerance.
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Staffing$ to Fill; Days to Fill; # Filled; Quality of Hires; Retention of Hires.
Organizational DesignBenchmarking headcount; effectiveness of communications & key processes (no bottlenecks); spans and layers; management ratios.
Survey Action Planning Employee satisfaction results at the work group level; rolled up to Business Unit level; norms available for Business Unit analysis.
Performance ManagementPerformance Reviews: Timeliness and Quality; #/% Positions with written accountabilities and measures; other measures vary with the position.
Training & Development# Programs; #Days/Person Training; Impact of Training; effectiveness measures within new groups.
Change Agent
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Strategic HR PlanningQuality of succession management program assessment. Quality of Bench Strength. Quality of Succession Plan Follow-up (% Actions Completed).
HR as Business PartnerAny business measure of effectiveness. 360-Degree Feedback on the extent to which HR is considered a partner by those they support.
Culture and ImageEmployee Satisfaction data; quality of the description and utilization of culture & image understanding; standing on the Fortune 100 Greatest Places to Work.
Strategic Partner
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Starting with the Business Strategy
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Basic Process for HR Strategy
Scan theExternal
Environment
Identify StrategicBusiness
Issues
DevelopHR
Strategy
Communicatethe
HR Strategy
IdentifyPeopleIssues
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The Common HR Approach
HR practices,processes,
andsystems
Articulate howwhat we do
adds value toThe business
Communicateto the business
what a goodjob we are
doing
The Inside-Out Approach
Source: Patrick Wright
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The Better HR Planning Approach
Identify the business model
componentsand areas todrive value
Develop anHR strategy
to execute thebusiness model
with relevantmetrics
Use the metricsto demonstrateor prove howwe are driving
businessperformance
The Outside-In Approach
Source: Patrick Wright
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Efficiency• Time to Hire
• Cost per Hire
• Headcount Ratio
Effectiveness• Customer Survey
• “At the Table”
• Practice/Process Impact
Efficiency• Direct Labor Costs
• Indirect Labor Costs
• Positions Unfilled
Effectiveness• Employee Satisfaction
• Leadership Capability
• Talent Retention
• % Black Belt Leaders
• Employer Brand
Efficiency• Cost per Unit
• Shrinkage
• Defects/Scrap
Effectiveness• Customer Satisfaction
• Revenue Growth
• Market Share
OrganizationHR People
Metrics Model
Source: Patrick Wright
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Do We Really Measure how HR is Driving Business Performance?
BusinessObjectives Driven to Win Flexible Embracing Risk Creative Global Fast
Actual HRMeasures Headcount Turnover Rates Succession Candidates Time to-fill, train, on-board Cost Reduction Training Completed Grievances Client Satisfaction Surveys Performance/Potential Ratings Sales per employee Best practices recognized
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The Role of HRWhen executives were asked to select which descriptor best described the view of HR held their organizations, only 34% indicated that HR was viewed as a “strategic partner.”
SHRM/Balanced Scorecard Collaborative
A major shortcoming in many companies is “a lack of measurement on the impact of HR.” Accenture High Performance Workforce Study
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Impact
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Effectiveness
Efficiency
Three Levels of MetricsImpact
•What is the link between sustainable strategic success and human resource management?
•Which talent pools are most critical for competitive advantage?
•How could improving human capital increase value?
Impact
Source: Boudreau and Ramstead
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Company
Business Environment
HR Department
OutputsInputs
InternalFeedback:EfficiencyEffectiveness
External Feedback:Impact
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Scope of HR Measurement Approaches
Value
Time
Source: Center for Effective Organizations, USC
Ad hoc HR Measures
Benchmarks
Data Systems and Portals
Scorecards and
Drill Downs
Strategic ImpactOrganizational EffectivenessValidity and RigorCausationLeading Indicators
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Building an Impact Model
Do you understand your business partner/client’s pain?• are they interested in relieving that pain?• do they see it as value added work?
Can you specify the business requirements?• lengthy boring process• critical to your success
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Tough Times for Top Executives
“Over the past three years, nearly 40 percent of the top 2500 CEOs have been removed from their posts. Nearly all of them, due to a failure to execute the strategy.” Bossidy and Charan
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Food for thought “… it is not the lack of a strategy that causes
[Senior Executives] to lose sleep, but rather their organization’s inability to execute against a strategy… ” Booz-Allen & Hamilton
“Having a great strategy is no longer enough – lots of companies can develop great strategies. To win, companies must be able to turn great strategy into great performance. In short, they must be able to execute.” Marion Associates
“Execution is a disciplined process or logical set of connected activities that enables an organization to make its strategy work. Execution can itself be a source of competitive advantage.”Hrebiniak, Making Strategy Work, Wharton
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ExecutionStrategy
People Processes
Alignment=
Successful Execution
To execute strategy you need to align your strategy, process and people!
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How do I know if my company is aligned?
How do I create the alignment I want?
How do I maintain the alignment I want?
The biggest questions facing CEOs today
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The Alignment Challenge
Strategy
People Processes
Alignment=
Successful Execution
Fast - Logical !
Fast - Logical !
Slow . . .And follows a different logic . . .
Success and speed of execution depend on people alignment,Yet this is the hardest element to align!
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What is the Alignment of
People?
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Dr. Albert A. VicerePennsylvania State University
Dr. Elena GranellInstituto De Empressa, Madrid
Dr. Miles H. OverholtHuman Resource Institute &Riverton Management Consulting Group
Jay J. JamrogHuman Resource InstituteThe University of Tampa
Research Team
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Research Questions
Strategy
People Processes
Alignment=
Successful Execution
Can we identify disconnects between people and strategy?
Can we identify disconnects between people and process?
Can we identify strategy and operational blockages?
Can we identify tensions that create disconnects and blockages
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Grounded in Management Theories from key disciplines
Strategic Thinking Marketing Operations Human Resources Organizational Culture
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Included an analysis of four large data bases
Organizational DNA Customer Focused Cultures Employee Behavior Organizational Culture
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The Alignment of People
Strategy
People Processes
Alignment=
Successful Execution
Five Key Elements
Marketplace Approach Customer Focus
Leadership Behavior Performance Culture
Processes
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Impact MeasurementIt’s all about Change
Impact measurement is not about numbers … its about change
Numbers only provide you with a common and specific language
If your clients don’t know you they won’t trust you
Fear of being “found out”
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Higher Values for HRSuccess for those who: Provide new thinking on old topics Balance increased strategic role with employee
champion role Closely align HR strategies to business needs Navigate hard economic times without damaging
higher order or systems mechanisms Use systems thinking and measurement
(efficiency, effectiveness and impact) Help create systems and process for today’s
realities and deleting systems that do not add value
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Conclusion
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Key Attributes for the21st Century HR Professional
INTELLIGENCE
ACCOUNTABILITY CURIOSITY
Source: Steve Miranda
• Hit it to me / My team• How good: - Do I HAVE to be? - CAN I be?
• So much to learn So little time• I wonder what will happen today
• Why vs How• Let me show you something you don’t already know
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Faster up the Learning Curve
WHAT YOU NEED TO KNOW
HIGHER PERFORMANCE
PROCESS
SOONER
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Pushing The HR Curve # People Who
Know the Solution
Problem Complexity
Success = Intelligence + AccessSource: Steve Miranda
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It’s Not HR’sProductivityWe Should
Be ConcernedAbout
The “Evolving” HR Professional Never Forgets…
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Getting ComputersTo Do the Work
Is AWaste of Time
The “Evolving” HR ProfessionalNever Forgets…
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Because YouCan Do It
Doesn’t MeanYou Should
Do It
The “Evolving” HR ProfessionalNever Forgets…
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“It is not the strongest of the species that survive,nor the most intelligent,but rather the one mostresponsive to change.”
Charles Darwin, “On the Origin of theSpecies by Natural Selection”, 1859Charles Darwin, “On the Origin of theSpecies by Natural Selection”, 1859
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