HR ANALYTICSKevin D Carlson & Michael J Kavanagh

EP JOHN11397044

OVERVIEW Introduction A brief history Contemporary HR analytics Main objective Using HR analytics Problem solving and decision making HR process efficiency Analytics basics Things to remember

INTRODUCTION

Org decision making Integrated HRIS Y2K TQM, 6 Sigma, Lean Evidence-based management 1984 – Dr Jac Fitz-enz, Saratoga Institute

SHRM HR EFFECTIVENESS REPORT

CONTEMPORARY HR METRICS & WORKFORCE ANALYTICS

Expense Cost & benefit Learn from the past

MAIN OBJECTIVE

Tell, what you want??? Existing reports??? Acknowledge???

USE OF HR METRICS & WORKFORCE ANALYTICS

Metrics – data that reflect some descriptive detail about given processes or outcomes.

Analytics – strategies for combining data elements into metrics and for examining relationships or changes in metrics.

Importance – depends on the problems and opportunities that currently face its managers.

HR ACTIVITIES

Reporting Dash boards Bench marking Data mining Predictive analyses Operational experiments Workforce modeling

PROBLEM SOLVING & DECISION MAKING

Decision making, is understanding of the outcomes that one is attempting to

achieve the factors that influence those

outcomes and their current states knowing available tactical options and

their costs

PROBLEM SOLVING & DECISION MAKING Common & troublesome view

Struggle to determine what & how to report Report large metrics, that may not be

relevant. Opportunity domains of HR expertise

Centers of excellence Business partners Process administration

COMPONENTS OF HR FUNCTIONALITY

Business partner

Centre of excellence

Process administration

HR PROCESS EFFICIENCY Organizational effectiveness

The outcomes are the business units’ operational metrics i.e. Percentage of on-time deliveries, Operational downtime, Lost time accidents, Units sold or Cost per unit. (Operational effectiveness)

Strategic realignment Long term planning Strategic changes

MEASUREMENT METRICS & ANALYTICS BASICS

Getting started Increase organizational efficiency

The role of Why??? Intermediate variable effects

Putting HR metrics and analytics data in context Trend information

Reporting what we find Push systems Pull systems

PUSH & PULL SYSTEMS

PUSH email

PULL Posting HR metrics – company

website Offer of access to information Access to information

THINGS TO REMEMBER

Don’t DO METRICS Bigger is not always better Is a journey – not destination Be willing to learn Avoid the temptation to measure

everything aggressively

HR METRICS & FUTURE

Competitive advantage Effective organizational functioning Effective decision making Manage human Capital

RESEARCH PAPERS

HOW CAN ORGANISATIONS USE WORKFORCE ANALYTICS?

Forward-looking workforce planning Managing talent acquisition Diversity effectiveness Talent potential & progression Proactive retention

WHAT ARE THE KEY SUCCESS FACTORS?

Start small and build momentum Focus on capabilities Use existing technology investments Consider cloud to jump-start the effort Use what you learn

TYPICAL HR CHALLENGES

No accurate view of workforce profile Lack of visibility in the effectiveness of HR

programs Poor alignment of talent management strategy

with corporate strategy No standard HR reporting infrastructure Time wasted gathering data to manage &

report

THANK YOU