nl mod first step to hr-analytics mod first step... · but metrics overwhelm managers and lead to...
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Trends, Research and Statistics
Mr P.J.J. Louvenberg
Senior Advisor HRM/BI
Support Command - DPOD
HR-Monitor
NL MOD first step to HR-analytics
Ministry of Defence 2
HR-Monitor
Why NL MOD formed Trends, Research and Statistics (TRS):
BI
BS
TRS
“Business Intelligence which needs more
explanation”
“Research that has more impact on decision making”
Ministry of Defence 3
HR-Monitor
Programs of Trends, Research and Statistics:
Recruitment and intake
Readiness of units
Personal readiness
Mobility and outflow
Care for Personnel & Organization
Ministry of Defence 4
HR-Monitor
HR analytics: from gut feeling to data driven decision making.
Opinions are dominating. Decisions are made on gut feeling and experience.
Phase 1 Use opinions
Raw structural data is available but very basic and perceived as difficult and hard to use.
Phase 2 Use of raw data
Statistics are monitored and used. But metrics overwhelm managers and lead to more questions.
Phase 3 Use of metrics
Insight by using analyses relationships, trends and focus groups are identified.
Phase 4 Use of analytics
Insights are used to make HRM decisions and used to start action and adapt HRM processes.
Phase 5 Data driven HRM
Ministry of Defence 5
HR-Monitor
Q1 2014 Q2 2014 Q3 2014 Q4 2014 Q1 2015 Q2 2015 Q3 2015 Q4 2015
DMO 25 74 129 150 39 78 117 156
CDC 37 168 257 292 84 168 252 337
BS 12 30 53 69 4 9 13 18
KMAR 6 7 21 27 5 11 16 21
CLSK 19 52 97 149 13 26 39 52
CLAS 24 39 55 71 16 33 49 65
CZSK 8 15 53 70 16 32 48 65
Planning IDU 283 566 849 1132 210 420 630 840
0
200
400
600
800
1000
1200
Aant
al VT
E
Instroom BP per DO incl. prognose
0 500 1000 1500 2000
Opleidingsmogelijkheden
Avontuur
Goede verdiensten
Kameraadschap
Persoonlijke groei
Bijdrage Vrede & veiligheid
Werk-privé balans
Uitdaging
(Werk)sfeer
Werkinhoud
Baan & inkomstenzekerheid
1e keuze 2e keuze 3e keuze
Motiverende aspecten in baan (satisfiers)*
CZSK CLAS CLSK KMAR Defensie
2010 28,6% 32,0% 13,9% 12,7% 26,0%
2011 27,7% 26,8% 22,7% 15,5% 25,0%
2012 21,6% 24,5% 12,7% 18,3% 21,0%
2013 25,6% 35,0% 12,0% 13,8% 25,8%
2014 32,6% 34,4% 11,8% 18,4% 27,9%
0,0%
5,0%
10,0%
15,0%
20,0%
25,0%
30,0%
35,0%
40,0%
Ontwikkeling opleidingsverloop per OPCO
Geestelijke inspanning
Fysieke inspanning
Nieuwe leefsituatie
Thuisfront
Uitzending
Leidinggeven
Militaire leven
Werksfeer
Arbeidsvoorwaarden
Toekomstige functie
Werktijden
Werkrelatie
3
4
4
14
13
12
3
3
6
13
15
15
21
22
18
3
7
5
14
18
16
14
15
18
4
5
6
14
26
17
4
5
7
6
5
3
23
24
22
37
38
33
20
25
20
32
29
26
33
34
28
31
30
30
35
37
37
47
47
38
30
32
32
29
29
57
22
24
21
32
35
28
-19
-16
-17
-7
-5
-6
-16
-15
-11
-8
-7
-7
-7
-4
-5
-7
-10
-7
-13
-13
-9
-4
-4
-3
-6
-6
-3
-7
-13
-9
-11
-9
-7
-7
-8
-10
-3
-4
-6
-1
-1
-3
-2
-5
-3
-2
-3
-3
-1
-3
-1
-1
-1
-1
-1
-3
-1
-1
-1
-1
-6
-4
-1
-2
-3
-1
-1
-1
1/1/09 1/7/09 1/1/10 1/7/10 1/1/11 1/7/11 1/1/12 1/7/12 1/1/13 1/7/13 1/1/14 1/7/14 1/1/15
MP 83,7% 84,7% 85,1% 86,3% 86,3% 86,9% 87,4% 81,5% 78,0% 76,9% 82,5% 91,4% 91,7%
70,0%
75,0%
80,0%
85,0%
90,0%
95,0%
%
Ontwikkeling vulling organiek MP
NATRES 2.580
MEDI 80CMI 357
CEE 78
OTCO 10
NATOPS 182
BEH RES 261
Bezetting Reservisten CLAS 1 jan 2015 (VTE)
Overig personeel
In Persex
P in PERSEX
Personeel
op een
organieke
arb.pl.
OPF 1
48.187
O-Realisatie
Totale P-realisatie
52.731
Totale P-Plafond
(EJS uit IDU-plan)
53.836
Opleidings-
Plaatsen
O-Planning P-Planning P-Realisatie
Organieke
Arb. Pl.
OPF 1
54.259
Organieke
Arb.Pl.
OPF 1
51.968
Organieke
Arb.Pl.
OPF 1
50.877
OPF 2A
2.959
OPF 2A
2.959
OPF 2A
3.015 OPF 2A
2.959
1.529
Vullingsruimte
2.815
Onbezette arb.pl.
6.164
Surplus 477
Surplus 477
Vacatures
3.906
Totale O-Plafond
(uit Formatieplan
2014-2019)
54.927
P Buiten PERSEX (6.256)
P in
Ontslagbescherming
OPF 4C = 601
P werkzaam
voor Derden
OPF 3 = 797
P in Project
OPF 8 = 428
P in Externe
Herplaatser
OPF 4 = 835
P werkzaam in
Agentschappen
OPF 7 = 3.268
Amsterdam7%
Assen5%
Breda6%
Den Haag9%
Den Helder4%
Enschede4%
Havelte5%
Landelijk3%Limburg
4%
Oirschot13%
Schaarsbergen10%
t Harde14%
Utrecht7%
Volkel3%
Woensdrecht2% Leeuwarden
3%
DCR Cliënten actief in begeleiding
7
6
5
50
44
38
25
26
25
8
12
16
6
8
11
4
4
5
0 10 20 30 40 50 60 70 80 90 100
militairenblijveninzetten
ook bijslachtoffers
ook bijterroristische
aanslag
helemaal mee eens mee eensnoch mee eens/ noch mee oneens mee oneenshelemaal mee oneens weet niet
%
HR-monitor P-Kengetallen DEFENSIE
In, door en uitstroom (VTE'n) Cumulatief tot 1 januari 2015WERV & SEL MANSCH OO OFF TOT MP BP TOT DEF
Belangstelling
Sollicitaties Spijkerbroek
Sollicitaties ROC
Sollicitaties TOTAAL NVT
Aanstelbaren Spijkerbroek
Aanstelbaren ROC
Aanstelbaren TOTAAL 1.691 611 341 2.643 2.643
AO 2014 2.148 795 537 3.480 3.480
Prognose eind 2014 1.691 611 341 2.643 2.643
Δ Plan - Real 457 184 196 837 837
Δ Jaarplan - Prognose 457 184 196 837 837
INSTROOM MANSCH OO OFF TOT MP BP TOT DEF
Spijkerbroek 1.106 329 322 1.757
VEVA opleiding 589 200 789
Werk naar Werk 78 16 28 122
TOTAAL 1.773 545 350 2.668 827 3.495
Jaarplan 2014 3.480 1.131 4.611
Δ Plan - Real 812 304 1.116
Jaarplan 2014 MANSCH OO OFF TOT MP BP TOT DEF
Instroom Spijkerbroek 1.106 329 322 1.757 1.757
Met ROC Opleiding 589 200 789 789
Instroom TOTAAL 1.695 529 322 2.546 2.546
Doorstroom naar 1e functie 1.540 461 243 2.244 2.244
Jaarplan 2014 Onbekend Onbekend Onbekend Onbekend Onbekend
Δ Plan - Real NTB NTB NTB NTB NTB
DOORSTR CONTR DEF MANSCH OO OFF TOT MP BP TOT DEF
BBT -> FPS 399 399
FPS 1 -> FPS 2 1.666 1.666
FPS 2 -> FPS 3 355 355
DOORSTR RANG DEF MANSCH OO OFF TOT MP BP TOT DEF
Mansch -> OO 396 396
OO -> OFF 216 216
UITSTROOM MANSCH OO OFF TOT MP BP TOT DEF
Initiële OPL Spijkerbroek 601 170 108 879 879
Initiële OPL met ROC Opl NVT
Initiële OPL TOTAAL 601 170 108 879 879
Irregulier 1.183 539 190 1.912 1.006 2.918
Regulier 110 550 453 1.113 90 1.204TOTAAL 1.894 1.259 751 3.904 1.097 5.001Jaarplan 2014
Δ Plan - Real -3.904 1.097 -2.808
IN/UIT SALDO MANSCH OO OFF TOT MP BP TOT DEF
Instroom TOTAAL 1.773 545 350 2.668 827 3.495
Uitstroom TOTAAL 1.894 1.259 751 3.904 1.097 5.001
Δ In/Uitstroom -121 -714 -401 -1.236 -269 -1.505
Jaarplan 2014 3.480 1.131 4.611
Δ Plan - Real 4.716 1.400 6.117
NVT
NVT
NVT
NVT
827
Ministry of Defence 6
HR-Monitor
What is the HR-monitor:
• The goal of the HR-monitor is to inform the political, departmental and military leadership on information on all aspect of the MOD personnel and personnel logistic system.
• HR monitor consists of an complete overview of “standard” HR BI and results of Social Studies in tables and graphs including analysis and disclosures.
• It is published as a glossy and on the intranet of NL MOD twice a year in sync with formal reports of the MOD to the Dutch parliament.
Ministry of Defence 7
HR-Monitor
The time needed to make the HR-monitor:
• Introduction of PeopleSoft and COGNOS in 2007.
• Several versions from 2008 to 2011.
• Restructuring of BI and Research in 2013.
• First halve 2014 development concept of HR-monitor.
• August 2014: first publication of HR-Monitor.
• March 2015: Second HR-monitor.
Ministry of Defence 8
HR-Monitor
What the NL MOD needed to make a HR-monitor:
• Availability of BI and data quality: We needed PeopleSoft and IBM COGNOS BI.
• Producing and agreeing to the same statistics: We needed centralization, standard reporting and definitions.
• Introducing HR-analytics: We need BI and research to work together.
• Commitment by management for the need of a HR-monitor: We needed disagreement, independence and manpower.
Ministry of Defence 9
HR-Monitor
Challenges to publicize the HR-monitor:
First time was easy but the second time everybody wanted to be involved:
• “Are the research & statistics correct and in sync with other reports”.
• Management afraid that information could become known outside the MOD and raise questions from labor unions, media and politicians.
• The management is not always interested in the results of the analyses.
• HR Management is afraid of loosing control of its (policy) agenda.
• Management wants more (detailed) information added.
Ministry of Defence 10
HR-Monitor
Added value by using HR analytics – case 1:
Evaluation of Flexible Personnel System (FPS): An evaluation of the effects and benefits of introducing the FPS-system between 2008 – 2014.
TRS was able to provide analysis based on research and statistic trends and analyses.
Conclusions of the evaluation:
• FPS provide the tool to restructure and quickly adapt the personnel strength and composition of the armed forces
• Make your policy goals smart and monitor them.
Ministry of Defence 11
HR-Monitor
Policy change regarding civilian personnel:
After announcing significant reduction in personnel in 2011 the number of civilians started to decline quickly. The number one reason: career opportunities.
Detailed predictive HR-analyses resulted in announcing a new policy regarding recruitment, retaining and offering careers within the MOD for civilian personnel.
Added value by using HR analytics – case 2:
Ministry of Defence 12
HR-Monitor
Lessons learned:
• Assemble a team with the right tools, skills and experience.
• Get your statistics in order and accepted.
• Start small: use info graphics.
• Involve and get commitment of the (top) management when introducing HR analytics products.
• Keep promoting your results and educate management in using and trusting HR-analytics.
• And be patient……
Ministry of Defence 13
HR-Monitor
The next step:
Separate metrics, research & analyses
HR-Monitor
Comprehensive predictive HR-
Analytics
HR-Prognoses
Ministry of Defence 14
HR-Monitor
Contact information:
P.J.J. Louvenberg
Senior Advisor HRM/BI
Mobile +31653840932
Personal E-mail:
General E-mail:
Trends, Research & Statistics (TRS)
Support Command.
Division Personnel & Organisation.
Visiting address:
Kromhoutkazerne │ Herculeslaan 1│
3584 AB Utrecht.
Postal address:
Postbus 90004 │ 3509 AA Utrecht.