inostix_hr metingen en hun strategische rol
DESCRIPTION
Maak HR metingen strategisch, making HR measurement strategic. iNostix summary from workshop.TRANSCRIPT
HR me&ngen en hun strategische rol
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Luk Smeyers, iNos&x, augustus 2010
Lazlo Bock Chief HR at Google
“.”
“1/3 of the HR staff globally is hired specifically for their analy;cal skills. They may have a Ph.D. in sta;s;cs or organiza;onal psychology or a master’s in chemistry or physics. They build an underlying quality into what we are doing by constantly tes;ng our ideas and prac;ces. Analy;cs measure the ROI for everything we do.”
…Google als inspira9e
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P&O me9ngen: USA/UK zijn ver vooruit!
Europe/Asia blijven fors achterop…
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BusinessWeek (March ‘09): “HR Analy9cs:
a Game-‐Changing Management Idea”
HewiX European HR Barometer (2009):
“HR Measurement: Top 3 Priority”
McKinsey: 8 trends to watch (2009): “Pu]ng more science into management”
Harvard: 10 Must-‐Read Ar9cles (2009):
“Compe9ng on Analy9cs, Thomas Davenport”
…desondanks vele wake-‐up calls!
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Prof. Richard Bea/y** (Rutgers University, HR faculty, New Jersey)
Don’t trust HR! Most of the HR professionals are ill-‐equipped to provide analy;cs that are useful in making human capital decisions that build economic value. A lot of the HR work has no relevance to an organiza;on’s success!”
** Speaking at a recent top CFO summit POWERFUL WORKFORCE ANALYTICS
‘Hi]ng the wall in HR’*
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Toegevoe
gde Waarde van P&
O
Graad van P&O ‘Intelligence’
Benchmarks
P&O Metrics
Dashboards
• Strategische impact • Organisa9everandering • Oorzakelijke verbanden
(*) John Boudreau, Harvard Business School, 2007
Het verbinden van P&O me9ngen en effec9viteit van de organisa9e
What happened?
Repor9ng & Metrics
Why is this happening?
HR Analy9cs
What will happen next?
Predic9ve Modelling
Graad van P&O ‘Intelligence’
Toegevoe
gde waarde
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‘Hi]ng the wall in HR’
What happened?
Repor9ng & Metrics
Why is this happening?
HR Analy9cs
What will happen next?
Predic9ve Modelling
Degree of HR Intelligence
Compe
99ve Advan
tage
Busine
ss Value
Why should we measure HR performance?
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• HR Metrics • HR Ra9o’s • HR Benchmarks
• Data dissec9on (root cause) • Mul9ple metrics disaggrega9on (focus areas) • Engagement level measurement/analysis • Talent management effec9veness measurement • Employer aXrac9veness measurement • Turnover inten9on measurement • Employer recommenda9on measurement (NPS) • HR performance stakeholder analysis • …
• Effect of restructuring on engagement level • Impact of engagement on organiza9onal performance/customer service • Turnover impact on customer service • Demographic modeling on cri9cal skills • Recruitment freeze impact on 3-‐5 year talent pools • HR performance impact on organiza9onal performance • …
Administra9eve Dienstverlening (1-‐rich9ng)
SERVICE PROVIDER
Maak P&O me9ngen strategisch!
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Toegevoe
gde Waarde van P&
O
Ondersteuning Lijnmanagement
(1-‐rich9ng)
BUSINESS ENABLER
Begeleiding Lijnmanagement
(2-‐rich9ng)
BUSINESS PARTNER
P&O management samen met
Lijnmanagement (integra9e)
BUSINESS DRIVER
Graad van strategische P&O me9ngen
Tijdsperspec9ef Heden Toekomst
What could we measure in HR?
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Strategic & Key Roles Core Roles Non Core Roles
Headcount Planning
Minimize vacancy to forecast Targeted Replacement Rate (Manage A/riKon Rate)
Targeted ReducKon (% of Workforce Target)
RecruiKng Pipeline Time to hire vs. SLA Cost per hire
Development Build rate – high target Build rate – moderate target with upper and lower rate
Zero build rate
RemuneraKon Pay over market rates
Pay equity across tenure bands Pay at or even below of market benchmark
Pay below market benchmark
ProducKvity N/A Spend control Spans vs. layers
Spend savings
Outsourcing / 3rd Party Usage
N/A Skill gaps closed through third party
Savings through third party
Maak P&O me9ngen strategisch! (gevalstudie van klant)
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Bedankt !
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Contact: [email protected]
jeroen.delmo/[email protected] [email protected]
www.inosKx.com
LinkedIn with us: www.linkedin.com/in/luksmeyers
www.linkedin.com/in/jeroendelmo/e www.linkedin.com/in/fransbeerling
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