july 16, 2013analytics everywhere: integrated measurement of learning, talent management, and...
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July 16, 2013 Analytics Everywhere: Integrated Measurement of Learning, Talent Management, and Diversity
Analytics Everywhere: Integrating Measurement of Learning,Talent Management, and DiversityPresenterJohn KranzProduct ManagerWorkforce Planning and Analytics Division
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Agenda
• About Peoplefluent• Data, Metrics and Analytics• Integrated Analytics Approach• Solutions Overview• Questions
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Who We Are
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Why Peoplefluent?Strong History & Proven Track Record
• Over 5,100 customers• Over 6 million end users of SaaS products in more than
214 countries & territories• Peoplefluent solutions serve 80 of the Fortune 100• Over 550 Employees worldwide• Founded in 1997 – over 15 years of total workforce talent
management experience• Peoplefluent is privately held by Bedford Funding, a
private equity firm focused solely on the Human Capital Management marketplace
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Social
Analytics
Mob
ile
Profiles
Workforce Planning
Learning & Development
Goals, Performance &
Succession
Total Compensation
Enterprise Collaboration
Compliance & Diversity
Recruiting & Onboarding
Contingent Management
The most comprehensive suite of talent solutions in the market todayWe Help Our Customers Realize the Potential Of Their People
A Holistic Approach
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Data vs. Metric vs. Analytics
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Data
Measure that is collected with no specific goal in mind
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Data Integrity
• 83% of all data migration projects either fail outright or suffer significant cost overruns and/or delays
• Lack of confidence in data will block decision-makers from taking action
• Lack in timely delivery of data delays proper decision-makingand analysis
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Metric
• A measurement with the goal of gauging some quantifiable component of a company’s performance
• Measures become Metrics when you set goals and thresholds the measure will be compared against
• Trending of Metrics tells afuller story and provideshistorical context
• Benchmarking of select KPIsmay help reveal problems
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Common Metric Selection Mistakes
• Metrics for the sake of metrics (not tied to business goals)
• Too many metrics• Metrics not driving an intended action• Usually only “standard measures” – 80/20 rule• No record of methodology, formula or definition• No comparison figures (benchmarking and/or trends)• Data extraction difficulty
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Key Performance Indicator
• Metric that reflects critical factors for success• Helps measure progress towards strategic goals• Must be selected and customized based on objectives
and priorities of each organization• Usually target-based with
explicit thresholds• Examples
• Time to Fill Critical Roles• Employee Engagement Score
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Analytics
• Analytics depend on the problems and opportunities an organization faces
• Problems and opportunities lead to the metrics that decision makers need in order to perform analyses
• Analyses is what informsdecision makers
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Common Process of Using HR Metrics
Data Elements
MetricsAnalytics
Problem Solving
“Data”
“Information”
“Knowledge”
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Example: Retention of Key TalentSpecific
Workforc
e Initiative
• Retention of Key Talent
Analytics
• Understand the extent of the problem, how it has changed over time, where it is the most prevalent and possible causes
Metrics
• Attrition Rate, Bad Attrition Rate, Involuntary & Voluntary Termination Rate, Employee Engagement and Satisfaction Rate
Data Elements
• Terminations, Headcount, Involuntary & Voluntary Terminations, Engagement scores by month – segmented into employee groups & depts.
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Human Capital Analytics
• Process by which we transform measures, metrics, KPIs into insight to create value
• Information that can be used to make business decisions
• Highest purpose – to create business indicators to help management chart the course of the business
• Metrics Analytics Strategy
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Metrics vs. Analytics
Source: Cathy Missildine-Martin, Profitability Through Human Capital, 2011
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Integrated Analytics is the Cornerstone for Talent Management and Workforce Planning
• Analytics is increasingly driving the alignment of people with planning
• When Aberdeen Group surveyed 250 organizations for its 2012 Analytics in Action study, integration of talent and business strategy was the #1 initiative in place among all of the organizations
• Organizations need visibility into talent data and an understanding of the gap between available talent and the business need
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Integrated Analytics in Action• Build scenarios that unlock information to drive business results• Forecast to allow decision makers to be pro-active and to help
ensure achievement of goals• Accountability driven by setting goals to track workforce results • Alerting leaders when key performance indicators go out of
threshold or simply trend in the wrong direction. • Collaborating through an interactive environment to understand
workforce issues and take action• Predicting trends and drive actions that will effect the future • Guiding executive decisions with concise, boardroom-ready focus
and expert analysis along with documented business conversation and collaboration
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Greatest HR Challenges Faced by Today’s Leaders
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HR Activities, Initiatives, Programs
Productivity
Customer Satisfaction / Loyalty
Safety
Quality
Profitability
Hiring / On-Boarding
Retention / Employee Separation
Employee Attitudes
Benefits / Work-Life Balance Initiatives
Development / Training
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Talent Life Cycle
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Strategic Planning
• Critical to map talent investment costs to business goals
• Identify strategic rolesCost per day when operating
without a key player(Sullivan, 2005)
Successor pool coverage Headcount demand (Workforce Planning)
$7000
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Talent Acquisition
• Increase the quality of hire by identifying the best sources of hire
• Employee referrals deliver positive ROI Quality of hire per source Contractor cost Time to Fill Offers Accepted
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Onboarding
• Strategic onboarding program increases engagement levels, and can decrease costs going forward
• Low engagement levels have a real impact on the bottom line
New hire engagement score New hire voluntary attrition New hire performance rating
60/80% 30-50%
Source: Human Capital Institute
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Learning & Development
• New hire and ongoing – ensure all employees have the skills and tools they need to succeed
• What is the ROI? Training completion rate Internal placement rate Employee Trained Average Performance Rating Untrained Employees Average Performance Rating Training Performance Differential Training Expense per Employee
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The HR Scorecard
Ongoing research program includes over 2,800 corporations
Bottom 10% Top 10%HR Index HR Index
(42 Firms) (43 Firms)Firm Performance
Employee Turnover 34.1% 20.9%Sales per Employee 158,101$ 617,576$ Market Value to Book Value 3.64 11.06
HR PracticePercentage of Jobs Filled Internally 34.9% 61.5%
Comparison of High and Low HR Management Quality
Becker Huselid Ulrich
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Coaching/Mentoring
• Can help overcome costly performance problems
• There is value to putting coaching and mentoring programs in place. However, there are also costs.
Business impact of coaching program (ROI) Participation in mentoring programs
• OI Partners research: http://www.oipartners.net/Libraries/Reports/2013_national_retention_survey_report.sflb.ashx
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Retention
High performer retention Critical role retention Employee engagement score
Source: Corporate Leadership Council Research
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The Importance of Planning
• Workforce is the largest expense for most organizations and should be the largest player in organizational planning
• 67% of companies believe analytics create a competitive advantage (MIT Sloan Management Review)
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The Importance of Planning
Source: KPMG’s 10 Steps to Strategic Workforce Planning
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The Importance of Planning
Source: Carol Morrison from i4cpApril 24, 2013
• Create defined roles for organizational leaders
• Integrate workforce planning with strategic planning
• Apply corporate values to focus workforce planning
• Use innovative tools to customize and communicate workforce planning across the organization
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Do we have the talent in place to meet our strategic goals?
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Do we have the talent in place to meet our strategic goals?
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Do we have the talent in place to meet our strategic goals?
• Translate business strategy into organizational capabilities• Determine the talent needed to deliver on organizational
capabilities• Confirm current talent needs and future talent forecasts• Conduct a talent gap analysis for current and future states• Identify actions and investments to close current and
future talent gaps
Source: Sibson Consulting
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Solutions Review
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Questions?
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John KranzProduct Managerp. 214-278-5148e. [email protected]
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