hr analytics presentation by jac fitz-enz
TRANSCRIPT
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HR Analytics presentation (May 20, 2010) – Jac Fit-eEnz
Key Points
Old data is not useful to know the future The marketplace is always changing Focus on predictive analytics
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Answer: These all change their industry- Fundamentally changed and other needs to catch up
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Predictive Analytics: Not statistics – just a part of the framework
Ask questions that are critical to strategy
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HR does not have a model but needs one !
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This is the Fundamental way to manage an organization
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Applications for this model:
1) Mission critical problem (project manager) – used model for a single problem– what are factors, etc
2) Complete organization make over
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What do you think about when you think of your company?
What is your “signature”?
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Start with a SCAN:
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Questions to ask:
What are issues for your organization?
What are you going to do about human capital – example; recruiting new folks from the outside..
Now how do these forces affect the structure of your organization?
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Example is cubicles versus hotel ling versus remote workers.
Now add the Relational aspect to the mix:
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This is the foundation – the starting point
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Jobs are continually being
No look at positions – think of capabilities
Job descriptions = no
Build the capability that you need for the future
You can only manage today for tomorrow
Key Point (competency versus capability)
Competency is current skills Capability is for the future
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Examples – Digital photography (Kodak) stayed with chemistry processing of pictures and did not see the trend to digital; Bell Helicopter – metal helicoper – aluminum then composits for a ligher – they fell behind because they; Analog to digital in Silicon Valley
Organizations need to be aware of how the market is changing Can only magement tomorrow cannot manage yesterday
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Staffing Example: Where did each ee come from ?
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What is the tenure of these ees who came from newspapers?
Need to also look at on-boarding as well
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Look at On-Boarding … it is critical (in this example)
What source gave the best quality of hire, and how did on-boarding effect it?
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Example: when you travel – you will check the forecast – not the history of weather in past for that location
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Put energy into leading indicators
More to strategic where you connect the dots
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HR should be reporintg to mgmt every month
Not cost of hire and count of hire
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QIPS= quality, innovation, productivity and service
Example: in a multi location organization – what is the optimal time for a manager to stay in the position; will the manager get lazy over time in their comfort zone (retail business)
Collect data around these elements (capabilities, leadership,etc)
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Absenteeism is a lagging indication but a leading indication of a problem with errors
A Predictor (absenteeism) becomes a laggard in the future
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Show these results to senior management
One change begins to effect another
Labor productivity affects
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Track in HR: Process costs as an example
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See how all is connected
Everything is interactive and interrelated
MC = Mission Critical
HR needs to do better with Predicting not just monitoring performance
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