nl mod first step to hr-analytics mod first step... · but metrics overwhelm managers and lead to...

Trends, Research and Statistics

Mr P.J.J. Louvenberg

Senior Advisor HRM/BI

Support Command - DPOD

HR-Monitor

NL MOD first step to HR-analytics

Ministry of Defence 2

HR-Monitor

Why NL MOD formed Trends, Research and Statistics (TRS):

BI

BS

TRS

“Business Intelligence which needs more

explanation”

“Research that has more impact on decision making”


HR-Monitor

Programs of Trends, Research and Statistics:

Recruitment and intake

Readiness of units

Personal readiness

Mobility and outflow

Care for Personnel & Organization


HR-Monitor

HR analytics: from gut feeling to data driven decision making.

Opinions are dominating. Decisions are made on gut feeling and experience.

Phase 1 Use opinions

Raw structural data is available but very basic and perceived as difficult and hard to use.

Phase 2 Use of raw data

Statistics are monitored and used. But metrics overwhelm managers and lead to more questions.

Phase 3 Use of metrics

Insight by using analyses relationships, trends and focus groups are identified.

Phase 4 Use of analytics

Insights are used to make HRM decisions and used to start action and adapt HRM processes.

Phase 5 Data driven HRM


HR-Monitor

Q1 2014 Q2 2014 Q3 2014 Q4 2014 Q1 2015 Q2 2015 Q3 2015 Q4 2015

DMO 25 74 129 150 39 78 117 156

CDC 37 168 257 292 84 168 252 337

BS 12 30 53 69 4 9 13 18

KMAR 6 7 21 27 5 11 16 21

CLSK 19 52 97 149 13 26 39 52

CLAS 24 39 55 71 16 33 49 65

CZSK 8 15 53 70 16 32 48 65

Planning IDU 283 566 849 1132 210 420 630 840

0

200

400

600

800

1000

1200

Aant

al VT

E

Instroom BP per DO incl. prognose

0 500 1000 1500 2000

Opleidingsmogelijkheden

Avontuur

Goede verdiensten

Kameraadschap

Persoonlijke groei

Bijdrage Vrede & veiligheid

Werk-privé balans

Uitdaging

(Werk)sfeer

Werkinhoud

Baan & inkomstenzekerheid

1e keuze 2e keuze 3e keuze

Motiverende aspecten in baan (satisfiers)*

CZSK CLAS CLSK KMAR Defensie

2010 28,6% 32,0% 13,9% 12,7% 26,0%

2011 27,7% 26,8% 22,7% 15,5% 25,0%

2012 21,6% 24,5% 12,7% 18,3% 21,0%

2013 25,6% 35,0% 12,0% 13,8% 25,8%

2014 32,6% 34,4% 11,8% 18,4% 27,9%

0,0%

5,0%

10,0%

15,0%

20,0%

25,0%

30,0%

35,0%

40,0%

Ontwikkeling opleidingsverloop per OPCO

Geestelijke inspanning

Fysieke inspanning

Nieuwe leefsituatie

Thuisfront

Uitzending

Leidinggeven

Militaire leven

Werksfeer

Arbeidsvoorwaarden

Toekomstige functie

Werktijden

Werkrelatie

3

4

4

14

13

12

3

3

6

13

15

15

21

22

18

3

7

5

14

18

16

14

15

18

4

5

6

14

26

17

4

5

7

6

5

3

23

24

22

37

38

33

20

25

20

32

29

26

33

34

28

31

30

30

35

37

37

47

47

38

30

32

32

29

29

57

22

24

21

32

35

28

-19

-16

-17

-7

-5

-6

-16

-15

-11

-8

-7

-7

-7

-4

-5

-7

-10

-7

-13

-13

-9

-4

-4

-3

-6

-6

-3

-7

-13

-9

-11

-9

-7

-7

-8

-10

-3

-4

-6

-1

-1

-3

-2

-5

-3

-2

-3

-3

-1

-3

-1

-1

-1

-1

-1

-3

-1

-1

-1

-1

-6

-4

-1

-2

-3

-1

-1

-1

1/1/09 1/7/09 1/1/10 1/7/10 1/1/11 1/7/11 1/1/12 1/7/12 1/1/13 1/7/13 1/1/14 1/7/14 1/1/15

MP 83,7% 84,7% 85,1% 86,3% 86,3% 86,9% 87,4% 81,5% 78,0% 76,9% 82,5% 91,4% 91,7%

70,0%

75,0%

80,0%

85,0%

90,0%

95,0%

%

Ontwikkeling vulling organiek MP

NATRES 2.580

MEDI 80CMI 357

CEE 78

OTCO 10

NATOPS 182

BEH RES 261

Bezetting Reservisten CLAS 1 jan 2015 (VTE)

Overig personeel

In Persex

P in PERSEX

Personeel

op een

organieke

arb.pl.

OPF 1

48.187

O-Realisatie

Totale P-realisatie

52.731

Totale P-Plafond

(EJS uit IDU-plan)

53.836

Opleidings-

Plaatsen

O-Planning P-Planning P-Realisatie

Organieke

Arb. Pl.

OPF 1

54.259

Organieke

Arb.Pl.

OPF 1

51.968

Organieke

Arb.Pl.

OPF 1

50.877

OPF 2A

2.959

OPF 2A

2.959

OPF 2A

3.015 OPF 2A

2.959

1.529

Vullingsruimte

2.815

Onbezette arb.pl.

6.164

Surplus 477

Surplus 477

Vacatures

3.906

Totale O-Plafond

(uit Formatieplan

2014-2019)

54.927

P Buiten PERSEX (6.256)

P in

Ontslagbescherming

OPF 4C = 601

P werkzaam

voor Derden

OPF 3 = 797

P in Project

OPF 8 = 428

P in Externe

Herplaatser

OPF 4 = 835

P werkzaam in

Agentschappen

OPF 7 = 3.268

Amsterdam7%

Assen5%

Breda6%

Den Haag9%

Den Helder4%

Enschede4%

Havelte5%

Landelijk3%Limburg

4%

Oirschot13%

Schaarsbergen10%

t Harde14%

Utrecht7%

Volkel3%

Woensdrecht2% Leeuwarden

3%

DCR Cliënten actief in begeleiding

7

6

5

50

44

38

25

26

25

8

12

16

6

8

11

4

4

5

0 10 20 30 40 50 60 70 80 90 100

militairenblijveninzetten

ook bijslachtoffers

ook bijterroristische

aanslag

helemaal mee eens mee eensnoch mee eens/ noch mee oneens mee oneenshelemaal mee oneens weet niet

%

HR-monitor P-Kengetallen DEFENSIE

In, door en uitstroom (VTE'n) Cumulatief tot 1 januari 2015WERV & SEL MANSCH OO OFF TOT MP BP TOT DEF

Belangstelling

Sollicitaties Spijkerbroek

Sollicitaties ROC

Sollicitaties TOTAAL NVT

Aanstelbaren Spijkerbroek

Aanstelbaren ROC

Aanstelbaren TOTAAL 1.691 611 341 2.643 2.643

AO 2014 2.148 795 537 3.480 3.480

Prognose eind 2014 1.691 611 341 2.643 2.643

Δ Plan - Real 457 184 196 837 837

Δ Jaarplan - Prognose 457 184 196 837 837

INSTROOM MANSCH OO OFF TOT MP BP TOT DEF

Spijkerbroek 1.106 329 322 1.757

VEVA opleiding 589 200 789

Werk naar Werk 78 16 28 122

TOTAAL 1.773 545 350 2.668 827 3.495

Jaarplan 2014 3.480 1.131 4.611

Δ Plan - Real 812 304 1.116

Jaarplan 2014 MANSCH OO OFF TOT MP BP TOT DEF

Instroom Spijkerbroek 1.106 329 322 1.757 1.757

Met ROC Opleiding 589 200 789 789

Instroom TOTAAL 1.695 529 322 2.546 2.546

Doorstroom naar 1e functie 1.540 461 243 2.244 2.244

Jaarplan 2014 Onbekend Onbekend Onbekend Onbekend Onbekend

Δ Plan - Real NTB NTB NTB NTB NTB

DOORSTR CONTR DEF MANSCH OO OFF TOT MP BP TOT DEF

BBT -> FPS 399 399

FPS 1 -> FPS 2 1.666 1.666

FPS 2 -> FPS 3 355 355

DOORSTR RANG DEF MANSCH OO OFF TOT MP BP TOT DEF

Mansch -> OO 396 396

OO -> OFF 216 216

UITSTROOM MANSCH OO OFF TOT MP BP TOT DEF

Initiële OPL Spijkerbroek 601 170 108 879 879

Initiële OPL met ROC Opl NVT

Initiële OPL TOTAAL 601 170 108 879 879

Irregulier 1.183 539 190 1.912 1.006 2.918

Regulier 110 550 453 1.113 90 1.204TOTAAL 1.894 1.259 751 3.904 1.097 5.001Jaarplan 2014

Δ Plan - Real -3.904 1.097 -2.808

IN/UIT SALDO MANSCH OO OFF TOT MP BP TOT DEF

Instroom TOTAAL 1.773 545 350 2.668 827 3.495

Uitstroom TOTAAL 1.894 1.259 751 3.904 1.097 5.001

Δ In/Uitstroom -121 -714 -401 -1.236 -269 -1.505

Jaarplan 2014 3.480 1.131 4.611

Δ Plan - Real 4.716 1.400 6.117

NVT

NVT

NVT

NVT

827


HR-Monitor

What is the HR-monitor:

• The goal of the HR-monitor is to inform the political, departmental and military leadership on information on all aspect of the MOD personnel and personnel logistic system.

• HR monitor consists of an complete overview of “standard” HR BI and results of Social Studies in tables and graphs including analysis and disclosures.

• It is published as a glossy and on the intranet of NL MOD twice a year in sync with formal reports of the MOD to the Dutch parliament.


HR-Monitor

The time needed to make the HR-monitor:

• Introduction of PeopleSoft and COGNOS in 2007.

• Several versions from 2008 to 2011.

• Restructuring of BI and Research in 2013.

• First halve 2014 development concept of HR-monitor.

• August 2014: first publication of HR-Monitor.

• March 2015: Second HR-monitor.


HR-Monitor

What the NL MOD needed to make a HR-monitor:

• Availability of BI and data quality: We needed PeopleSoft and IBM COGNOS BI.

• Producing and agreeing to the same statistics: We needed centralization, standard reporting and definitions.

• Introducing HR-analytics: We need BI and research to work together.

• Commitment by management for the need of a HR-monitor: We needed disagreement, independence and manpower.


HR-Monitor

Challenges to publicize the HR-monitor:

First time was easy but the second time everybody wanted to be involved:

• “Are the research & statistics correct and in sync with other reports”.

• Management afraid that information could become known outside the MOD and raise questions from labor unions, media and politicians.

• The management is not always interested in the results of the analyses.

• HR Management is afraid of loosing control of its (policy) agenda.

• Management wants more (detailed) information added.


HR-Monitor

Added value by using HR analytics – case 1:

Evaluation of Flexible Personnel System (FPS): An evaluation of the effects and benefits of introducing the FPS-system between 2008 – 2014.

TRS was able to provide analysis based on research and statistic trends and analyses.

Conclusions of the evaluation:

• FPS provide the tool to restructure and quickly adapt the personnel strength and composition of the armed forces

• Make your policy goals smart and monitor them.


HR-Monitor

Policy change regarding civilian personnel:

After announcing significant reduction in personnel in 2011 the number of civilians started to decline quickly. The number one reason: career opportunities.

Detailed predictive HR-analyses resulted in announcing a new policy regarding recruitment, retaining and offering careers within the MOD for civilian personnel.

Added value by using HR analytics – case 2:


HR-Monitor

Lessons learned:

• Assemble a team with the right tools, skills and experience.

• Get your statistics in order and accepted.

• Start small: use info graphics.

• Involve and get commitment of the (top) management when introducing HR analytics products.

• Keep promoting your results and educate management in using and trusting HR-analytics.

• And be patient……


HR-Monitor

The next step:

Separate metrics, research & analyses

HR-Monitor

Comprehensive predictive HR-

Analytics

HR-Prognoses


HR-Monitor

Contact information:

P.J.J. Louvenberg

Senior Advisor HRM/BI

Mobile +31653840932

Personal E-mail:

[email protected]

General E-mail:

[email protected]

Trends, Research & Statistics (TRS)

Support Command.

Division Personnel & Organisation.

Visiting address:

Kromhoutkazerne │ Herculeslaan 1│

3584 AB Utrecht.

Postal address:

Postbus 90004 │ 3509 AA Utrecht.

mailto:[email protected]

mailto:[email protected]

nl mod first step to hr-analytics mod first step... · but metrics overwhelm managers and lead to...

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