DEMONSTRATING HR S VALUE-ADD

Transcription

1 DEMONSTRATING HR S VALUE-ADD When Tursday, May 2nd, Presenters: Ian J. Cook, MA, MBA, CHP Product Success, Visier visier Visier l l analytic applications for for people people Page 1

2 analytics applications for people Innovation leader in workforce analytics and planning. Top HR Product for Human Resources Executive Awesome New Technology - 15 th Annual HR Technology show. Cool Vendor Gartner Gain valuable insight quickly, and make better decisions, through Visier s award winning, cloud-based, comprehensive application, designed for the real world of managers and HR professionals. Page 2

3 TODAY S AGENDA 1. What is value- add and how do you demonstrate this 2. How do workforce analytics support this focus 3. What is new in the world of Workforce Analytics 4. How do you chose what to analyze 5. How do you get started Page 3

4 VALUE SEEKING? CFO We need Y from X to increase EPS or TSR MARKETING Give me X for more market share The CEO s job is to seek and increase value HR Give me X for? IT Give me X for cost savings and business continuity OPERATIONS Give me X for increased output and better margins Page 4

5 HR VALUE ADD Give me X for. 1. Better staff / faster and cheaper 2. To keep more of the right people 3. Smarter, more capable people 4. Reduced risk through better leadership 5. Reduced cost through less absence 6. Deeper insight into how people drive value Page 5

6 DEMONSTRATING VALUE ADD Comparison of Revenue per FTE across the CU sector for 2012 There is a 7 fold difference between best and worst. This metric is a high level indicator of right people,in right roles, doing the right things. Page 6

7 HR VALUE ADD Compared with low performing companies, high performing companies.. 1. Build stronger people leaders 2. Do more to attract and retain talented people 3. Treat and track performance with transparency Source: BGC, From capability to profitability, 2012 Page 7

8 DEMONSTRATING VALUE ADD Give me X to hire better staff / faster and cheaper How do you prove that you have delivered value-add in your recruitment processes? Vacancy rate chart across multiple orgs CU s Page 8

9 DEMONSTRATING VALUE ADD Page 9

10 DEMONSTRATING VALUE ADD Give me X to keep more of the right people. The answer is rarely one number. The best way to demonstrate your value to the business is to tell a story Here is one we made earlier. Page 10

11 SOURCING YOUR STORIES EXTERNAL PAYROLL PM ATS HRIS / HRMS LMS SPREADSHEETS Extract, Transfer, Data can Load (ETL) load directly into the Data solution Warehouse Analytics Solution The stories are sitting in your HR related systems It is now easier to access them Reports Dashboards Ad hoc requests Planning / Analysis STAKEHOLDERS Page 11

12 HR VALUE ADD Give me X for. 1. Better staff / faster and cheaper 2. To keep more of the right people 3.Smarter, more capable people 4. Reduced risk through better leadership 5. Reduced cost through less absence 6. Deeper insight into how people drive value Page 12

13 HOW TO BUILD THE STORY Your story is an answer to the right questions. Who is involved? Critical Roles? Key departments? Managers or Specialists? What do we mean by smarter and how do we prove this? Better qualified? Better educated? More promotable? When does this story take place? When did it start and stop? Does it impact results today or tomorrow? Who needs to hear this story? Line managers, HR BPs, Executive team, Page 13

14 WHAT IS THE STORY? Chart showing how our improved training programs have increased the promotion rate for our key departments Organization: Products,Sales & Mkt Location: All locations Time period: 2012 Employment type: Full-time Role: Engineering,Plant Operations,Sales Rep,Tech Support Page 14

15 WHAT IS THE STORY? High performers are more prone to leave shortly after their promotion or 2 years into ther new role. Organization: Products,Sales & Mkt Location: All locations Time period: 2012 Employment type: Full-time Role: Engineering,Plant Operations,Sales Rep,Tech Support Page 15

16 LINKING TO STRATEGY Organizational Strategy e.g. Increase market share to 35% Corporate Reporting IT Strategy Marketing Strategy HR Strategy Finance Strategy Operations Strategy Functional Reporting GOALS GOALS GOALS GOALS Talent Supply Talent Development Total Rewards Leadership Capability Program Reporting Page 16

17 GETTING STARTED What stories do you need to tell to demonstrate you add value What questions do you need to answer to tell these stories Who is important and delivering the results What are they doing or receiving that impacts results When did it happen or will it happen Where did it happen or will it happen Why should the business care and invest in this area What data do you need to liberate to tell these stories What tools / resources do you have or need to support telling these stories Page 17

18 MOVING TO FULL CYCLE ANALYTICS Align to Strategy Input to Strategy Monitor and Report Demonstrate Impact Action course corrections Page 18

19 WORKFORCE ANALYTICS Workforce Analytics is no longer a nice to have. It is as essential as retention and performance management in the HR toolkit. Page 19

20 Q&A Visier visier l l analytic applications for for people people Page 20

21 Where to learn more 2013 Survey Report - The State of Workforce Analytics and Planning Survey of over 400 U.S.-based employers regarding their workforce analytics & planning practices, preferences and future plans. Creating the Business Case for Workforce Analytics A framework for quantifying the value of workforce analytics, and techniques to gain buyin from stakeholders Plus additional reports and ondemand videos on: Case Studies Use of Predictive Analytics 5 Myths and Truths of Workforce Analytics Building the Business Case for Workforce Analytics And others ebook: The Definitive Guide to Workforce Analytics: A Practical Guide for Today s HR Professional From building the business case to successful workforce analytics implementations in one handy ebook. Download these reports, on-demand webinars and more here: Page 21

22 WHAT ARE KEY INSIGHTS DERIVED FROM THIS SESSION AND HOW CAN YOU IMPLEMENT THEM IN YOUR WORKPLACE? Page 22