hr analytics why what how
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© 2013, McBassi &Company
HR Analytics:
Why, What & How
Laurie BassiApril 18, 2013
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Why?
•Human capital management dries alue creation
•Analytics dries !etter HCM
•"mployee sureys #ae tremendous $!ut typically under%utilied' potential to create actiona!le !usiness intelligence
• Big data & predictie analytics are coming to t#e (peopleside) o* !usiness
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1+80 2012000
0-0
100
1-0
200
2-0
110
22+
Market to Book Ratio
1+80 2012
0.
20.
/0.
0.
80.
100.
+.
-.
Intangibles as % of Market Vale
Role of intangibles has risen !ra"atically
ntangi!les drie alue
Human capital is t#e source o* all intangi!les
Human capital management is no an essential organiationalcompetence
Analytics is no an essential H competence
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© 2013, McBassi &Company
We#$e in$este! on this insight for o$er % years
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'o"(anies that se H' analytics ot(erfor"
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)*a"(le: 'o""on sense can lea! to $ery wrong conclsions
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© 2013, McBassi &Company
Why?+((ortnity ls -ecessity
4pportunity
5ec#nological adances #ae greatly reduced t#ecost o* doing analytics
6ecessity
As HCM #as emerged as one o* t#e *e sustaina!lesources o* competitie adantage, decision%ma7ing
!y gut and intuition is grossly inadeuate
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hat & How?
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© 2013, McBassi &Company
What (ictre best !escribesanalytics?
t:s not a!outreporting,das#!oards orcomple; mat#
t IS a!out data%deried insig#ts t#atdrie !etterdecisions
+
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.n!a"entally, analytics isabot:
• As7ing !etter uestions
•
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© 2013, McBassi &Company
)*a"(le:I!entify the h"an !ri$ers of
bsiness reslts
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)*a"(les:WH+ /0)1
A-A234I'0
4+
R)0/24 5% R)0/24 56
ayroll(ro$i!er
mproeleaders#ipdeelopment
>igni?cantlyincreasedleaders#ipe@ectieness
/ percent more productieor7*orce and a 20 millionimproement to t#e !ottomline
4eleco"co"(any
mproecustomerserice
4er 10.increase insericeproductiity
More t#an /0 million inoperating pro?t improement
/0 1o1cor(orateni$ersity
educe scraplearning
-0. reductionin astedinestments
Hundreds o* millions o* dollarsin cost saings *or Americanta;payers
12";amples proided !y noledge Adisors
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7 0te( rocess
5#e"conomicmperatie
0tatisticallinkageto reslts
.act8base!(rioriti9e!reco""en!ations
Insightfl, easy8to8n!erstan!re(orts
0"arter e"(loyee sr$eys
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8estions
McBassi People Index®
5ypical employee engagement sureys are too narro% not up to t#e tas7 o* creating actiona!le !usiness
intelligence© 2013, McBassi &Company 1/
t
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"ore nno$at $e $ers onof 0te( 5%
McBassi Good Company Assessment
;oo!)"(loye
r
;oo!
0eller
;oo!
0tewar!
BusinessResults
ncludes allelements o* M
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0te( 56 8 0tatistical linkageanalysis
Depending on speci?cs o* data, t#ere are three(ri"ary statistical "etho!s *or lin7ingpeople *actors and !usiness outcomesE
1 Multiariate analysis
2 Correlations
3 Comparison o* meansFt%tests
Analytics is t#e (missing lin7) t#at ena!les you toidenti*y t#e top #uman driers o* your !usiness
results1
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*a"( e o n e ana ys s!atabase
Actio
nable
Insights
'sto"er
0atisf actio
n
Attain"en
t
of.inancial
4argets
Managers#
ro
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4wo "aor ty(es of bsinessintelligence analysis
1Creating insig#t*ul reports *rom your employeesurey – Conduct statistical lin7age analysis !ased on outcomes collected in t#e
surey itsel*
• "ngagement $including intent to stay, illingness to re*er a *riend'
•
>upport *or customer serice• "tc
24ngoing $post%surey' analysis o* t#e driers o*!usiness results – Ma7e decisions no t#at ill ultimately ma7e possi!le statistical lin7age
analysis !ased on (#ard) outcomes $collected outside t#e surey', een i*
t#at:s not part o* t#e ?rst round
• 5urnoer
• >ales
• Cost containment
• Customer satis*action 18
e( en ng areas o
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e( 8 en y ng areas oo((ortnity
5opDriers
Areas o*Gea7ne
ss
5op Areas
o*4pportunity
5#is step systematically com!ines in*ormation a!outt#e
top driers o* !usiness results it# measures o*1+
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© 2013, McBassi &Company
)*a"(le: 'o""on sense can lea! to $ery wrong conclsions
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0t 57 I i htf l
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0te( 57 8 Insightflre(orting
Hig#ly isual, easy%to%understand reports sere as acatalyst *or c#ange
4ne o* t#e most important lessons e:e learnedE less is
more #en it comes to reporting and recommendations tell #at:s important, not eeryt#ing you 7no
• Aoid (data dumps)
• Iocus on simple reporting t#at ma7es it easy *or!usy managers and leaders to 7no #at actions to
ta7e
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a"( e (or ons o re(or
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a"( e (or ons o re(orele"ents
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o What?
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• 5#e (people side) o* t#e !usiness #as !ecometoo important to !e le*t to guessor7 and
intuition
• Companies t#at use analytics isely illcontinue to outper*orm t#eir competitors t#at
don:t
• Analytics #elps us spea7 t#e language o*!usiness it eleates our *unction
• t #elps ?rms operate in t#e (seet spot) t#eintersection o* sustaina!ly pro?ta!le &enlig#tened management o* people
© 2013, McBassi &Company
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Best ractices• Learn to t#in7 o* your organiation as a (naturally occurringe;periment)
• >tart small and !uild credi!ility –n t#e early stages, *ocus on soling immediate pro!lems
• Hae t#e end in mind and !uild an in*rastructure to support it
• Colla!orate it# ot#er analytic groups it#in your company
• BuildF!uy analytics competence it#in H
•
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A$oi!
•
Jsing analytics to (proe H:s ort#)
• Assigning t#is mission to a loer leel tec#nician
•
Con*usingE – Data dumps it# insig#t
– Benc#mar7ing it# analytics
•
Alloing t#e per*ect to !ecome t#e enemy o* t#egood
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esorces
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/sefl resorces
Good Company Bassi, et al
Analytics at Work
Daenport, et al
Drive
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.ree Resorces
McBassi Articles
• Ho to Create More Kalue Irom "mployee >ureys $TalentManagement , >eptem!er 2012'
• 4t#er !rie*s & #ite papersE mc!assicomF*ree%resourcesF
nowle!ge A!$isor Resorces
• 5alent Analytics Moduleune 2013
• G#at is 5alent Analytics and G#y Do Ge MeasureN
4alent 1e$elo("ent Re(orting rinci(les
• center*ortalentreportingorgF
© 2013, McBassi &Company
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http://mcbassi.com/free-resources/http://knowledgeadvisors.com/talent-analytics/http://knowledgeadvisors.com/perspectives/talent-analytics-part-i-what-is-talent-analytics-and-why-should-we-measure/http://knowledgeadvisors.com/perspectives/talent-analytics-part-i-what-is-talent-analytics-and-why-should-we-measure/http://knowledgeadvisors.com/talent-analytics/http://mcbassi.com/free-resources/
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2arie Bassil!assiOmc!assicom
mailto:[email protected]:[email protected]