hr-it'2014. Леся Бобык. Доповідь "Як отримати від...
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Специализация: HRD в SoftServe Больше 10 лет опыта в сфере управления персоналом в IT. Доповідь "Як отримати від бізнесу оцінку «Exceed Expectation!», або ключові показники в управлінні персоналом" Що важливіше для HR-у: співвідношення чисел та коефіцієнтів, управління реальними процесами, а, можливо, успішне делівері проектів? Декілька підказок як розтавити пріоритети, щоб допомагати компанії рухатися вперед.TRANSCRIPT
“How to hear
«Exceed Expectation!» from your
Company
or HR KPIs"
Lesya Bobyk,
05/23/2013
HR Value
85% of companies value is based on HR assets: “people are our most valuable
asset”
Employees:
- the most valuable intangible assets
- the less understandable
- hard to evaluate
- the less manageable
Employees as Assets
▪ Employee’s knowledge and performance contribute to the value of a company
▪ Employee’s value is a part of “goodwill”
▪ Employee isn’t an asset on the balance sheet:
- Cannot assign a financial value to employees
- Company don’t own employees
Human Capital
Capital – assets for use in the production of
further assets
Physical assets decrease in value during the period
Human capital’s value generally
increases over time
Why this subject is an interesting for me?
What is the challenge in HR metrics?
What I see on the picture? How my challenge associates with the picture?
What my colleague see on my picture?
Metrics and KPIs
▪ Metric – a standard for evaluation or
measure something
▪ KPI – key metric which is used
for business decision making
Metrics Evolution
Measure HR transactions
Monitor HR Department Performance
Link HR activities to company performance
Predict the affects (ROI) of HR initiatives
HR: Cost Center
vs. Value Creating
At SoftServe. HR Evolution
Measure HR transactions
Monitor HR Department Performance
Link HR activities to company performance
Predict the affects (ROI) of HR initiatives
Implementing HR’s Strategic Role:
A Seven-Step Model* of Metrics Creating
*Source “The HR Scorecard: Lining People, Strategy and Performance” by Brian Becker, Mark Huselid
1• Clearly Define Business Strategy
2• Build a Business Case for HR As a Business Asset
3• Link HR to Strategy Map
4• Identify HR Deliverables within the Strategy Map
5• Align HR Architecture with HR Deliverables
6• Design the Strategic HR Measurement System
7• Implement Management by Measurement/Communicate Results
Implementing HR’s Strategic Role:
A Seven-Step Model* of Metrics Creating
*Source “The HR Scorecard: Lining People, Strategy and Performance” by Brian Becker, Mark Huselid
1• Clearly Define Business Strategy
2• Build a Business Case for HR As a Business Asset
3• Link HR to Strategy Map
4• Identify HR Deliverables within the Strategy Map
5• Align HR Architecture with HR Deliverables
6• Design the Strategic HR Measurement System
7• Implement Management by Measurement/Communicate Results
Company’s Purposes Example
Best Quality
Increase Market Value
Maximize Profit
Advance Technology
Best Services
Competitive Advantage
Company's Performance
Drivers
Physical Assets
Capital Resources
Core Competencies
At SoftServe. 5 Years Plan
Year 2012 2013 2014 2015 2016 2017 2018
SoftServe Head Count 1970 2398 3642 4433 5658 6984 8812
SoftServe Revenue, $ XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX
SoftServe EBIT, % XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX
• Value Added Services (IP)• Customer’s Business Diversification
At SoftServe. Competitive Advantage
to reveal their fullest potential
unique professional development
created for every employee
environment in SoftServe
People is
Implementing HR’s Strategic Role:
A Seven-Step Model* of Metrics Creating
*Source “The HR Scorecard: Lining People, Strategy and Performance” by Brian Becker, Mark Huselid
1• Clearly Define Business Strategy
2• Build a Business Case for HR As a Business Asset
3• Link HR to Strategy Map
4• Identify HR Deliverables within the Strategy Map
5• Align HR Architecture with HR Deliverables
6• Design the Strategic HR Measurement System
7• Implement Management by Measurement/Communicate Results
HR Purpose
Help the company achieve its mission, strategic goals & purposes
Help build & maintain the company’s competitive advantage
At SoftServe. HR Purpose:
Asseverate Velocity
Workforce Supply
Global HR
Leadership Development
Best Place To Work
20.. 2012 2013 2014 2015 2016 20..
Implementing HR’s Strategic Role:
A Seven-Step Model* of Metrics Creating
*Source “The HR Scorecard: Lining People, Strategy and Performance” by Brian Becker, Mark Huselid
1• Clearly Define Business Strategy
2• Build a Business Case for HR As a Business Asset
3• Link HR to Strategy Map
4• Identify HR Deliverables within the Strategy Map
5• Align HR Architecture with HR Deliverables
6• Design the Strategic HR Measurement System
7• Implement Management by Measurement/Communicate Results
Value Chain Questions
Which strategic objectives/goals/outcomes are critical?
What are the performance drivers for each goal?
How do we measure progress toward these goals?
How do employees need to behave to achieve these goals?
Does HR provide employees with the necessary competencies and behaviors?
At SoftServe. HR Value Chain
Value Added
Services
Increase Customer Retention
Workforce Supply
Leadership Development
Increase Customer
Satisfaction
Increase Employee Retention
Best Place to Work
Increase Employee
Satisfaction
Increase Cost Saving
HR Global
Enhance the Value and
Return on HR Investment
Implementing HR’s Strategic Role:
A Seven-Step Model* of Metrics Creating
*Source “The HR Scorecard: Lining People, Strategy and Performance” by Brian Becker, Mark Huselid
1• Clearly Define Business Strategy
2• Build a Business Case for HR As a Business Asset
3• Link HR to Strategy Map
4• Identify HR Deliverables within the Strategy Map
5• Align HR Architecture with HR Deliverables
6• Design the Strategic HR Measurement System
7• Implement Management by Measurement/Communicate Results
What Deliverables Criteria are
Important?
Cost
Time
Quality
Scope
At SoftServe. HR Deliverables
Workforce Supply
Scope Quality Time Cost
Lead+ Vacancies Staffing Policy
Jun-Mid Vacancies Staffing Policy
Implementing HR’s Strategic Role:
A Seven-Step Model* of Metrics Creating
*Source “The HR Scorecard: Lining People, Strategy and Performance” by Brian Becker, Mark Huselid
1• Clearly Define Business Strategy
2• Build a Business Case for HR As a Business Asset
3• Link HR to Strategy Map
4• Identify HR Deliverables within the Strategy Map
5• Align HR Architecture with HR Deliverables
6• Design the Strategic HR Measurement System
7• Implement Management by Measurement/Communicate Results
HR Architecture
3 dimensions that make up the value chain:
HR Function
HR System
Employee Behavior
At SoftServe. HR Architecture
3 dimensions that make up the value chain:
HR Function
HR System
Employee Behavior
Workshops.Personality Oriented Trainings.
Online space (Confluence) for HR Policies and
Process
Annual Competence
Model Review and Renew
Implementing HR’s Strategic Role:
A Seven-Step Model* of Metrics Creating
*Source “The HR Scorecard: Lining People, Strategy and Performance” by Brian Becker, Mark Huselid
1• Clearly Define Business Strategy
2• Build a Business Case for HR As a Business Asset
3• Link HR to Strategy Map
4• Identify HR Deliverables within the Strategy Map
5• Align HR Architecture with HR Deliverables
6• Design the Strategic HR Measurement System
7• Implement Management by Measurement/Communicate Results
What Measures are Important?
Efficiency –
rates of resource usage in achieving
result
Effectiveness –
how well result was achieved
Develop valid measures of the HR deliverables
required to meet your strategic objectives.
Cold Hot
Disqualified Worm
Engagement
Perf
orm
ance
Low
Low
High
Hig
h
E.g.. Voluntary Turnover (“Boomerang” Status)
Implementing HR’s Strategic Role:
A Seven-Step Model* of Metrics Creating
*Source “The HR Scorecard: Lining People, Strategy and Performance” by Brian Becker, Mark Huselid
1• Clearly Define Business Strategy
2• Build a Business Case for HR As a Business Asset
3• Link HR to Strategy Map
4• Identify HR Deliverables within the Strategy Map
5• Align HR Architecture with HR Deliverables
6• Design the Strategic HR Measurement System
7• Implement Management by Measurement/Communicate Results
Tips in Metrics Communication
1. Education: what is being measured , how
and when data is collected
2. Automated reproducing (online)
3. Availability (daily, weekly, monthly etc.)
4. Set HR KPIs at all
Level of the Company
At SoftServe. “People” KPI
Alignment in HR
HR KPIs are cascaded to all HR Levels
At SoftServe. “People” KPI
Alignment within Company
KPIs
Finance
Customer
People
Personal Objective
VP
%
%
10%
%
Director
%
%
25%
%
PM
%
%
40%
%
HR
30%
20%
30%
20%