strategic workforce planning_succession planning_hrbp_hrm metrics

STRATEGIC WORKFORCE PLANNING (SWP) AND HRM METRICS MASTERCLASS

CHARLES COTTER Ph.D. candidate, MBA, B.A (Hons), B.A

www.slideshare.net/CharlesCotter

PEERMONT METCOURT SUITES BOARDROOM, EMPEROR’S PALACE

18-20 OCTOBER 2017

• Defining the fundamental concepts

• Diagnosis of current SWP practices – 10 Best Practice Criteria/guidelines

• Current: HRM-based workforce planning architecture vs. Required: business-based SWP architecture

• Applying the 6-step SWP process

• Succession Planning – principles and process

• Strategic HRM Business Partnering (SHRBP) - Best Practice Principles

• Transforming to a SHRBP

• HRM Metrics and Analytics - Best Practice Principles and Process

3-DAY, TRAINING PROGRAMME OVERVIEW

• Individual activity:

• Complete the statement by inserting one (1) word only. As a HR Manager, in order to effectively apply Workforce/HRM

planning, I need to/to be .…………………………………..

• Now find other learners with the same word as you.

• Jot these words down on the flip-chart.

• Each learner will have the opportunity to elaborate on their chosen word.

INTRODUCTORY ACTIVITY

THE KEY FUNCTIONS OF HRM VALUE CHAIN

MODERN: STRATEGIC HRM VALUE CHAIN

AGREE OR DISAGREE? WHY?

DEFINING WFP -

GETTING IT “RIGHT”

CLEAR VIEW – LINE OF SIGHT STRATEGIC WORKFORCE PLANNING

• Inventory of available organizational core competencies?

• Inventory of organizational scarce skills?

• Mission critical organizational jobs (to enable strategy achievement)?

• Critical employee segments (to promote business continuity/sustainability)?

• Competitivity and readiness of organizational talent pipeline?

• Identification of organizational talent gaps?

CURRENT: HRM-BASED ARCHITECTURE

REQUIRED: BUSINESS-BASED ARCHITECTURE

• #1: Aligned with the organization’s strategic business plans and priorities.

• #2: Future-focused, adopting a strategic, medium to long-term forward-looking approach.

• #3: Pro-active, sensitive and responsive to (internal and external) environmental change and trends.

• #4: Provides accurate and reliable (clear view) talent planning/management information for the organization e.g. available core

competencies; scarce skills; critical jobs and employee segments and talent gaps.

• #5: Collaborative, well coordinated and partnering effort (HRM has co-opted business partners e.g. line managers to the process).

DIAGNOSIS: 10 BEST PRACTICE GUIDELINES FOR EFFECTIVE SWP

• #6: Integrated (bundled) with other HRM value chain processes e.g. Recruitment, Succession Planning, Retention and Leadership Development.

• #7: Generates meaningful business intelligence for the organization which shapes, informs and influences business planning and supports strategic decision-

making.

• #8: Integrates both scientific (HRM metrics, predictive analytics and strategy maps) with artistic (planning) principles.

• #9: Dynamic - regularly and systematically monitored, reviewed, evaluated and adapted (committed to continuous improvement processes).

• #10: Yields a positive ROI, with tangible/demonstrable outcomes and impact for the organization i.e. creates sustainable HCM competitive advantages

DIAGNOSIS: 10 BEST PRACTICE GUIDELINES FOR EFFECTIVE SWP

LEARNING ACTIVITY 1

• Individual Activity:

• Diagnose yourorganization’s currentWorkforce Planningpractices against theten (10) best practicecriteria.

• Group Discussion:

• Identify gaps andrecommendimprovementstrategies.

LEVELS OF SWP MATURITY

LEARNING ACTIVITY 2

• Group Discussion:

• By referring to theillustration of thestrategic workforceplanning process,evaluate the efficiencyand effectiveness ofeach process step.

• Identify areas ofimprovement (gaps)and recommend howHRM can enhanceperformance and valueadd.

THE NATURE OF THE BUSINESS ENVIRONMENT – V-U-C-A

LEARNING ACTIVITY 3

• Group Discussion:

• By utilizing a SWOTAnalysis Matrix, performan environmentalscan/analysis of both theinternal and externalenvironments for yourorganization.

• Internally, identifyorganizational strengthsand weaknesses andexternally identifyopportunities and threats.

FORECASTING HR DEMAND

• Forecasting should consider the past and the present requirements as well as future organizational direction/s

Number of employees

Type of employees

Skills requirements of these employees

• Consider and assess the challenges andconstraints

• Preferred Scanning tools –”What If” andScenario Planning

• Assess the current HR capacity of theorganization by means of the Skillinventories/audits method

The knowledge, skills and abilities of yourcurrent staff need to be identified

Employee experience, education andspecial skills

Certificates or additional training shouldalso be included

• A forecast of the supply of employeesprojected to join the organization fromoutside sources

• HRM indicators, metrics and indices e.g.turnover rates

ANALYZING CURRENT SUPPLY

RECONCILING/GAP ANALYSIS

LEARNING ACTIVITY 4

• Group Discussion:

• Apply steps 2, 3 and 4 of theWorkforce/HR Planningprocess in the context ofyour organization.

Step 2: Forecasting HumanResource Demand

Step 3: Analyzing Supply

Step 4: Reconciling

• Develop and initiate a Resourcing Strategy

• Matching strategy (intervention) with scenario (surplus or deficit)

• Action plan-based implementation methodology

IMPLEMENTING - INTERVENTIONS

• There are five HR strategies for meeting your organization's needs in the future:

Restructuring strategies

Training and development strategies

Recruitment strategies

Outsourcing strategies

Collaboration strategies

HR ACTION PLANS

HRM ACTION PLAN (INTERVENTION) TEMPLATE

MONITOR, EVALUATE AND ADJUST THE HR ACTION PLAN

LEARNING ACTIVITY 5

• Group Discussion:

• Apply steps 5-6 of theWorkforce/HR Planningprocess in the context ofyour organization.

Step 5: Developing SHRMAction Plan

Prioritize these HR ActionPlans.

Step 6: Monitor, Evaluateand Adjust the HRM ActionPlan

• According to HR FutureMagazine, "39% ofemployees are concernedabout losing knowledge astheir older colleagues retire,implying that successionplanning should be top ofthe HRM agenda."

SUCCESSION PLANNING STATISTIC

• Succession planning is the identification and development of potential successors for key positions in an organization, through

a systematic evaluation process and possible training or mentoring.

• Succession planning and management involves an integrated, systematic approach to identify, develop and retain talent for key

positions and areas in line with current and projected business objectives.

• Succession Planning is "a means of identifying criticalmanagement positions, starting at the levels of project manager

and supervisor and extending up to the highest position in the organization.”

PURPOSE OF SUCCESSION PLANNING

• Succession planning is a forward-lookingprocess, anticipating what skills will be neededin the future.

• Thinking about the business strategy anddetermining what skills you will need when.

• Succession planning ensures that high qualityreplacements for those individuals whocurrently hold positions that are key to theorganization’s success.

• These positions include executive, management,specialists, technical and professional positionsand any critical positions motivated by a LineManager.

• Succession planning is about filling the organization's talent pipeline and building internal bench strength.

• It is about leveraging the talent that the organization already possesses by developing it to full potential.

• The focus is on developing employees so that the organization has a pool of qualified candidates who

are ready to compete for key positions and areas when they become vacant.

OBJECTIVES OF SUCCESSION PLANNING

MENTORING AND COACHING

• Mentorship is a personal development relationship in which amore experienced or more knowledgeable person helps toguide a less experienced or less knowledgeable person.

• However, true mentoring is more than just answeringoccasional questions or providing ad hoc help. It is about anongoing relationship of learning, dialogue and challenge.

• Coaching, is a teaching, training or development process viawhich an individual is supported while achieving a specificpersonal or professional result or goal.

• Coaching is an ongoing leadership, mentorship or guidance to assist an individual to increase the level of their skills.

MODELS OF SUCCESSION PLANNING

• Short-term planning or emergency replacements

• Long-term planning or managing talent

• Combination of above plans

• STRATEGY/BUSINESS PLAN

• STRATEGIC FOCUS AREAS

• SUCCESSION PLAN

• HRM VALUE CHAIN PROCESSES

• INTERNAL BENCH STRENGTH/TALENT PIPELINE

• INFLUENCE OF ENVIRONMENTAL FORCES

CONCEPTUAL MODEL/FRAMEWORK FOR SUCCESSION PLANNING

ROTHWELL MODEL

• STEP 1: IDENTIFY CURRENT CRITICAL/KEY POSITIONS AND ANALYZE FUTURE REQUIREMENTS AND COMPETENCIES (BUSINESS STRATEGY)

• STEP 2: IDENTIFICATION AND ASSESSMENT OF SUCCESSORS – POTENTIAL AND PERFORMANCE (9-BOX MATRIX)

• STEP 3: IDENTIFY TALENT GAPS

• STEP 4: DEVELOP SUCCESSION PLAN AND STRATEGIES

• STEP 5: IMPLEMENT SUCCESSION PLAN AND DEVELOPMENTAL STRATEGIES

• STEP 6: MONITOR AND TRACK PROGRESS

• STEP 7: REVIEW AND EVALUATE THE IMPACT/EFFECTIVENESS OF SUCCESSION PLAN

GENERIC SUCCESSION PLANNING PROCESS

STEP 2: IDENTIFICATION AND ASSESSMENT OF SUCCESSORS

LEARNING ACTIVITY 6

• Group Discussion:

• Critically evaluate adefinedorganization’ssuccession planningstrategies. Identifygaps andrecommendimprovementstrategies.

DEFINING HR BUSINESS PARTNERING

• Partnership: A relationship between individuals or groupscharacterized by mutual co-operation and responsibility, for theachievement of a specified shared goal.

• HR business partners are HR professionals who work closely withan organization’s senior leaders in order to develop an HR agendathat closely supports the overall aims of the organization. Theprocess of alignment is known as HR business partnering.

• Strategic business partners: A long-term relationship (alliance) toachieve defined objectives common to all partners.

• In the context of strategic human resource management, the HRfunction and activities are intended to ensure the organization'sfinancial success and prosperity (business continuity).

DIAGNOSIS: 10 BEST PRACTICE GUIDELINES FOR HRBP

• #1 Embedding HRM strategy in business strategy and able to translate that strategy into deliverable actions

• #2 Well-defined, implemented and reported HRM performance and ROI metrics (creating credibility and accountability)

• #3 Generating business intelligence e.g. predictive and strategic analytics (that shapes, informs, guides and ultimately, influences strategic business

decisions)

• #4 Offering a professional, value-adding business proposition sensitive to and supportive of business needs, interests and strategic priorities

• #5 Ongoing line management consultation, engagement, coaching andbuilding trusting, collegial and mutually beneficial business relationships

DIAGNOSIS: 10 BEST PRACTICE GUIDELINES FOR HRBP

• #6 HR Management and practitioners possess business and industry knowledge, acumen and insight

• #7 HRM collaborates with line management to broker meaningful and impactful business solutions

• #8 HRM processes, systems and practices are horizontally integrated (bundled), agile, responsive and stream-lined (that enhance productivity

and efficiency)

• #9 HRM is a transformational initiator, driver and implementer of business change

• #10 HRM is technology-savvy innovator, enabling and leveraging best practices (e.g. CoE; Shared Services and e-HRM)

LEARNING ACTIVITY 7

• Individual DiagnosticActivity:

Critically review andevaluate yourcurrent HRMprocesses andfunction against theten (10) best practicecriteria.

• Group Discussion:

Identify gaps.Recommendimprovementstrategies.

DELOITTE’S LEVELS OF HRBP MATURITY

HRBP CRITICAL SUCCESS FACTORS

• Strategic focus and thrust (on issues that contribute to business growth and competitiveness)

• Adopting a “big picture” perspective (regarding the organization’s priorities and goals)

• Having personal impact and credibility (to influence key decision-makers)

• Adopting an Key Account Management, (internal) client-centric approach

• Possessing a set of value-adding skills and knowledge (customers and business)

• Being a diplomat and negotiator (in harmonizing the HRM agenda with business needs)

EXPECTATIONS AND PRIORITIES OF BUSINESS EXECUTIVES

• CEO’s expect the Human Resources function to play amuch more active and participatory role in enablingbusiness strategies.

• Senior business leaders consider talent to be perhapsthe critical factor in the push for sustainable growthand the need to manage new opportunities and risksin a more complex and interdependent world.

• According to The Conference Board CEO Challenge(2013), Human Capital is rated 10% higher thanoperational excellence as a major challenge forbusinesses.

WHAT BUSINESS EXECUTIVES ARE

LOOKING FOR IN HRBP?

• Catalytic Driver of Change

• Pro-active Business Thinker

• Collaborative Consultant

• Purpose-directed Coach

• Delivery (results-oriented HR practices)

• (Credible and Accountable) Performance Advisor

• Strategic Facilitator

ENABLERS OF TRANSFORMATION/RE-

POSITIONING TO HRBP –“RIGHTING THE SHIP”

“HR needs to follow the right process, applying the right skills, in the

right manner/method, fulfilling the right roles, for the right reasons, to

achieve the right results.” (Cotter, 2014)

Step 1: Strategic Review and Analysis

Step 2: Strategic Role Clarification and Contracting

Step 3: Formulation and Development of Transformational Strategies

Step 4: Implementation of Transformational Strategies

Step 5: Measure and evaluate business impact and results

STEP 1: STRATEGIC REVIEW AND ANALYSIS

• Objective: The focus of the analysis should be on understanding the needs of the business as a sustainable entity, its strategic direction

and identifying initiatives that will help your business grow.

• Review of current HRM and business strategies

• Identification of resources and capabilities

• Tools:

Environmental scan (PESTEL)

Gap AnalysisS-W-O-T Analysis

STEP 2: STRATEGIC ROLE CLARIFICATION AND CONTRACTING

• Objective: The concluding of Service Delivery Agreements with line/operational and senior/executive

management

• Consultation, engagement and communication with operational management

• Clarification of expectations, needs and value-adding roles of HRBP

• Contracting agreements

STEP 3: FORMULATION AND DEVELOPMENT OF TRANSFORMATIONAL STRATEGIES

• Objective: Development of HRBP transformation strategic plan

• Formulation of goals and objectives

• Development of alternative transformational strategies

• Choice of most appropriate strategies

ViabilityFeasibilitySustainability

STEP 4: IMPLEMENTATION OF TRANSFORMATIONAL STRATEGIES

• Project-based, cross-functional team approach

• Organizing, assigning and deploying resources

• Leading and directing (the implementation process)

• Monitoring and Controlling

STEP 5: MEASURE AND EVALUATE BUSINESS IMPACT AND RESULTS

• Measure and calculate the ROI

• Amend and review strategies (remediation action)

• Report back to business partners (to demonstrate transparency and accountability)

• Aspire to continuous improvement processes

LEARNING ACTIVITY 8

• GroupDiscussion:

• Apply steps 1-5of the actionsteps/plan oftransforming HRto a strategic HRbusinesspartner.

YES OR NO? WHY?

• What type of HRM Metrics does your organization currentlyutilize?

• Describe the organizational impact, level of maturity andcredibility of these HRM Metrics

• What does your organizational HRM Metrics architecture looklike?

• What is the current degree of HRM practitioner competencyof HRM metrics/analytics?

• Review the benefits of HR Metrics. Is there a business case forapplying HR Metrics?

HRM ANALYTICS TASK TEAM – 2017?

• Metrics are simply measurements. Metrics track activity, but don’t necessarily show a causal relationship.

• HRM Metrics - Measurements used to determine the value and effectiveness of HR strategies.

• Differentiation between People and HR Measures

• Human capital analytics examine the effect of HRM metrics on organizational performance. In more general terms, analytics look

for patterns of similarity between metrics. By using analytics over time, HRM can become predictive.

• Measures - #1 HRM measure?

DEFINING THE FUNDAMENTAL CONCEPTS

ENGAGEMENT’S EFFECT ON 9 KEY PERFORMANCE INDICATORS

1. Select The Right

People

2. Develop Employees’ Strengths

3. Enhance Employees’ Wellbeing

CASCADING OF BUSINESS STRATEGIES/METRICS

10-POINT FOUNDATION AND “STARTER-PACK” FOR STRATEGIC HRM METRICS

#1: Adopt a strategic mindset

#2:Change management must run parallel to HRM Metrics in “business

unusual” environment

#3: Streamline and systematic HRM metrics process

#4: HRM Metrics is not a “desktop”

exercise

#5: Adopt a measurement culture & build capacity & skills

for digital literacy

10-POINT FOUNDATION AND “STARTER-PACK” FOR STRATEGIC HRM METRICS

#6: Re-inject scientific principles, processes and tools

& credibility into HRM Metrics

e.g. 3 E’s

#7: Drill down & segment HRM

metrics

#8: Apply the 4 C’s to HRM Metrics

Reporting

#9: Don’t adopt a “Big Bang” approach –

start small, think big and scale up

#10: Automation -utilize a 4-G digital

data analysis solution

THE FUTURE OF HRM METRICS & ANALYTICS?

“HRM will have to migrate from the fundamentals of people science to the

complexities of data science.”

LEARNING ACTIVITY 9

• Individual activity:

• Please rate yourorganization’s currentdegree of compliance on a10-point scale (with rangeof 1 = absolutely non-compliant and 10 = 100%compliant)

• Group Discussion:

• Identify gaps andrecommend improvementstrategies.

HRM ANALYTICS MATURITY MODEL (BERSIN BY DELOITTE)

HRM ANALYTICS PROCESS

5-STEP HRM ANALYTICS PROCESS

• Step 1: Identify where HRM can make a strategic impact in the organization

• Step 2: Develop appropriate metrics around these areas

• Step 3: Obtain data relating to relevant metrics

• Step 4: Draw out insight from the data

• Step 5: Project and take action to communicate metrics and related insights information to provide a robust basis for

strategic change and improvement

THE 5 E’s OF HRM ANALYTICS

• Exploration

• Examination

• Extraction

• Evaluation

• Extrapolation

STEP 1: IDENTIFYING WHERE HRM CAN MAKE A STRATEGIC IMPACT (EXPLORATION)

• This process step focuses on determining the areas whereHRM can make a strategic impact within the organizationalcontext.

• It enables HRM management team to identify priority areasfor measurement which are aligned with organizationalgoals and strategies.

• Identify capability opportunities or problem areas from abusiness partner perspective.

• Sources for information collection, retrieval and analysis.

SOURCES FOR INFORMATION COLLECTION, RETRIEVAL AND ANALYSIS

• Employee and management surveys and interviews (foremployee contentment, communications, rewards system)

• Performance appraisals (to measure productivity,attendance)

• HRM records (to track communications, turnover, recruitingefficiency, retention, promotions, and succession planning)

• Employee files (to research productivity, attendance, training)

STEP 1: EXPLORATION

• A critical first step is to ensure that HRM is measuring the right things.

• The design and development of relevant HR metrics requires reflectionand discussion in order to determine what it takes for the organization tosucceed and to understand how HR can add value.

• Identify organizational burning issues

• Three issues underpin effective measurement (CIPD, 2011):

Aligning measurement with goals

Take a business partner perspective

Adding value by focusing on building capability

STEP 2: SELECTING APPROPRIATE METRICS FROM WHICH ORGANIZATIONAL INSIGHTS CAN BE DRAWN

(EXAMINATION)

• HRM Measures:

Efficiency (10%)Effectiveness (20%)Impact (70%)

• Categories of HRM Metrics:

First Tier (most valued)Second Tier (lesser valued)

• Commonly used HRM Metrics

STEP 2: EXAMINATION - HRM MEASURES

BROAD CATEGORIES OF HRM METRICS

Workforce Demographics

HR Efficiency

Remuneration

Skills Development, Training &Education

Productivity

Provisioning and Recruitment

Risk Analysis

Staff Retention

FREQUENTLY USED HRM METRICS (PWC)

10TYPICAL STATISTICS OBTAINED IN COMPILING HRM METRICS

Revenue factor, which is company total revenue divided by the amount of fulltime employees

Human capital value added (revenue minus operating expense and cost ofcompensation/benefit divided by the total amount of full time employees)

Human capital return on investment: Revenue minus operating expenses andcost of compensation benefit divided by cost of compensation/benefit

Total compensation revenue ratio which is cost of compensation/benefitdivided by revenue

Labour cost revenue ratio, which is cost of compensation/benefit plus otheremployee costs (bonuses, mileage paid, incentives) divided by revenue

10TYPICAL STATISTICS OBTAINED IN COMPILING HR METRICS

• Training investment factor equals the total cost of training divided by totalamount of training attendees

• Cost per hire, which includes advertising, agency fees, relocation, andothers divided by operating expenses

• Health care costs per employee (total health care cost divided by totalamount of employees)

• Turnover costs, which is equal to hiring costs plus training costs plus othercosts (turnover rate during first year of employment is key)

• Voluntary separation rate is the total number of people who quit or retireddivided by the total amount of employees

LEARNING ACTIVITY 10

• GroupDiscussion:

• By referring toAnnexures Aand B, applysteps 1-2 of theHRM Analyticsprocess to adefinedorganization.

AGREE OR DISAGREE? WHY?

STEP 3: OBTAIN DATA RELATING TO RELEVANT METRICS (EXTRACTION)

• The top performing companies were using a variety ofdrilled-down metrics, having the people to analyze them, andcommunicating them effectively.

• This process step focuses on how HRM can most effectivelycommunicate the insights drawn from metrics to informaction and hence enable HRM to deliver maximum strategicimpact.

• Effective decision-making, based on robust measures andmetrics, therefore, requires HR professionals to thinkcarefully about the relationships that need to be establishedto enable appropriate information-sharing of these insights.

STEP 3: EXTRACTION – PROCESS STEPS

• #1: There is the initial “harvesting” or gathering of unstructureddata from the web.

• #2: The normalization stage—preparing harvested data foranalysis. Normally, a relational database such as MySQL is used,but NoSQL can also be used.

• #3: The data is given additional structure with metadata, ortagging. Analytics can then be presented through a dashboard.

• The process of collecting and updating the data from the myriad ofinternet sources has to be automated. Advanced ProgrammingInterfaces (APIs) can enable different digital platforms to sharedynamic data and feed it into other applications, such as acompany’s own database.

STEP 3: EXTRACTION – CHALLENGES CONFRONTED

• Struggling to use unstructured data

• Difficulty tying talent acquisition data to business results

• Problems with storing, retrieving and integrating data

• There is rarely a systematic approach to integrating disparate systems. Legacy data systemsoften don’t talk to each other. There are missing links between ATS and HRIS systems.

• The data exchange is often clumsy at best, requiring rekeying of data and manualinterventions.

• The successful transfer of data from multiple sources, such as an ATS, a recruiting site or asocial network with an HRIS System is the most problematic part.

• Failure to get the most of ATS

Source: The State of Workforce Analytics and Planning 2014 Survey Report

Source: The State of Workforce Analytics and Planning 2014 Survey Report

STEP 4: DRAWING OUT INSIGHTS FROM DATA (EVALUATION)

• The HRM function and measurement capability

• HR professionals have long been data collectors, amassing and keepingtrack of employees’ personal information, salary rates and the annualnumber of retirements. But to grasp the potential of HR analytics, HRmanagers need to become data interpreters.

• Top performing companies invest in personnel who have analytic andprocess-oriented capabilities, those people who can install the necessarymethodological disciplines necessary to use the information effectively.

• Identify root causes and cause-effect linkages and -relationships

• Action planning – interventions and solutions

LEARNING ACTIVITY 11

• GroupDiscussion:

• By referring toAnnexure A,apply steps 3-4of the HRMAnalyticsprocess to adefinedorganization.

STEP 5: PROJECT AND TAKE ACTION TO COMMUNICATE METRICS AND RELATED INSIGHTS INFORMATION TO PROVIDE A ROBUST BASIS FOR STRATEGIC CHANGE AND

IMPROVEMENT (EXTRAPOLATION)

• Projection of data – forecasting (PREDICTIVE ANALYTICS)

• To communicate HRM Analytics, tell a story (NARRATIVE)

• “Data is abundant, but if you don’t give it context, it’s just abunch of numbers.”

• Internal benchmarks (to compare their business units to others inthe organization)

• Support comes after results are delivered, not before. “It reallycomes back to how credible you are. You get buy-in when youshow up repeatedly with accurate numbers and you can relate thestory to how the company’s performing.”

STEP 5: EXTRAPOLATION - REPORTING

• HR analytics reporting

• How the information is communicated to the organization, particularly the C-suite,is critically important.

• Companies simply produce spreadsheets that offer no easy and timely way topresent what is happening in the business.

• Like any good research report, it is vital to present meaningful information andidentify actionable insight that can be used to make positive change.

• Tactically, the best practice organizations, distribute multiple reports to multiplelevels. Tailored reporting to address the specific needs, and ideally focuses on veryspecific business impacts.

• If the metrics being shown convey business impact, quarterly reporting of 5-10 ofthe most critical, agreed-to KPIs is warranted.

DIFFERENT OBJECTIVES, DIFFERENT METHODOLOGIES

http://www.inostix.com

(Reporting)

LEARNING ACTIVITY 12

• GroupDiscussion:

• Apply step 5of the HRMAnalyticsprocess to adefinedorganization.

CONCLUSION

• Key points

• Summary

• Questions

• Training Administration

CONTACT DETAILS

• Charles Cotter

• (+27) 84 562 9446

• charlescot@polka.co.za

• LinkedIn

• Twitter: @Charles_Cotter

• http://www.slideshare.net/CharlesCotter