andy vanzurpele hr planning & analytics - ing belgium
Post on 22-Jan-2018
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HR AnalyticsThe journey at ING
Andy Vanzurpele, Organizational Transformation
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There is a growing trend in using HR analytics in response to increasing demands on leadership & the workforce
The advantages of HR analytics are evident
• Better decision making based on data
• Better enablement of key strategic initiatives
• Better relationships with business partners and
stakeholders
• Improved ability to react to changes
Source: Bain & Company: Big Data diagnostic
HR analytics creates competitive
advantage through the effective
employment of people
Companies drive business performance by combining
HR and business data and use these to define and
design targeted people initiatives
Top performing companies are
3 x more likely than lower performers to be
sophisticated users of analytics. Use analytics to
drive measurable improvement in crucial human
capital investments and identify business insights
for on-boarding, learning, leadership, capabilities
development and performance
Source: Bain & Company: Big Data diagnostic
Typical questions that triggered our analytical appetite
What’s the right staffing level
of a branch?
Which behaviours characterise great
managers?
What is the optimum management span of
control?
What is the influence of engagement on
top performing teams?
What is the best profile for our international
training program?
Which staff members are more likely to
leave the company?
How long does it take for a call centre
employee to become a top
performer?
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Does team diversity impacts
team performance?
Mind the banana peel
Getting a statistician on board does not mean you’re doing analytics, you need a combo of skills.
You can do analytics without big IT investments.
Step away from hype words like « big data », let your business questions define the data needs
Don’t sell, instead start showing: start from a small case, with a clear target group, clear sponsorship and answer a burning business question.
Marketing is a better neighbour than Finance.
How to set up the organisation
Get the skills mix right
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Consulting Modeling Programming
Knowledge of former
Research
Data visualisation
Storytelling
Know HRKnow the business
Heavy IT investments Open source solutions
Versus
Tools
Perfect data
A massive amount of data
Data
Some historical data (at least 2 years, preferably 3 years)
Good enough data
Clear agreements with Compliance and Information Risk
Versus
What’s our experience so far
How did we get started at ING
What are our challenges…
A new capability
Lack of business credibility
Evolving data privacy & security regulations
Maturity level in HR Data Management
Many mandatory projects consuming reporting & metrics time
… and how we address them
Get started with an external vendor and internalise capability
Focus: Start with pilots in business area with clear sponsorshipResults before investments
Legal but harmful check
Two separated tracks: don’t let lack of data spoil your analyticsjourney
A clear organisational split between operational reporting and analytics
HR analytics
ambition
Demonstrate business value
- HR analytics pilots for strategic
business challenges with a strong
human capital component
- Standardised and scalable HR
analytics processes based on
learnings
Increase HR’s impact
-HR analytics pilots to measure the
impact of resource-intensive HR
programs
-Improve HR’s ability to impact critical
ING objectives such as risk,
performance, and productivity
Increase HR analytics capability
- Identify and assess critical HR staff
- Develop their capability to deliver the
HR analytics ambition and work with
the business on HR analytics
Improve HR Data
- Improve data management
- Ensure better data availability
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Based on the ambition we stuck to our believes in terms of deliverables
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Improve HR Data
Increase capabilities
Demonstrate value
(business & HR
impact)
Focus areas Deliverables
• Awareness sessions
• Communication
• Training and workshops
• Transition from external to internal resources
• Run pilots
• Present results
• Follow up with business and HR management to
implement recommendations
• Data handling protocol
• Data masking procedure
• Data improvement (talent, turnover, WPC)
Moving from HR Analytics to Informed Decision Making via concrete results
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Branch Activity Metrics Recruitment Model
Predict the ideal staffing (in FTE) per Branch for every Branch in
ING Belgium
Using fact based insight in the key differentiators for General
Bankers and apply this model to new applicants (Automated CV
screening
Process Mining
Understanding the flows in the HR ticketing system
Annual compensation review
Make the annual compensation review data driven
Job Discovery Tool
An App that helps employeesfind the « perfect match » in jobs
at ING
People barometer
Taking the pulse of the employees throughout the
change
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Any question before going home?
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