The idea of data-driven HR has been a top topic and trend for several years now, yet the vast majority of HR organizations are still underserved with insights. While many organizations are thinking about workforce analytics, few have truly put them to work. Indeed, as Josh Bersin of Bersin by Deloitte aptly described, most HR organizations are “stuck in neutral” with workforce analytics, unsure how to get started with this complex topic.
How can you get out of neutral with workforce analytics? How can you and your organization overcome the data hurdles and technical complexity -- despite having little or no experience in analytics? How can you get to workforce insights that will help you understand with precision what it takes to recruit, retain, and motivate the best workforce -- and drive measurable business outcomes?
In this webinar, analytics expert Ian Cook will provide direct examples of you can take to:
Improve recruitment success and more efficiently find expertise needed at the right time for the best price.
Retain star performers more cost effectively.
Connect employee engagement to business outcomes.
Decode workforce planning and understand the “cost” side of the workforce.
Workforce Intelligence: How HR Can Make Data-Driven Decisions That Move the Needle for Business
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Sarah
Sipek
Associate
Editor
Workforce
magazine
Workforce
Intelligence:
How
HR
Can
Make
Data-‐Driven
Decisions
That
Move
the
Needle
for
Business
8. #WFwebinar
Ian
Cook
Director,
Product
Management
Visier
Workforce
Intelligence:
How
HR
Can
Make
Data-‐Driven
Decisions
That
Move
the
Needle
for
Business
9. Workforce Intelligence:
How HR Can Make Data-‐Driven Decisions that
Move the Needle for the Business
Ian
Cook,
Director,
Product
Management,
Visier
April
2016
10. Visier is how the best brands
achieve the best business
outcomes
11. Agenda
• What
is
driving
the
dataficaEon
of
HR?
• Why
is
data-‐driven
HR
stuck
in
neutral?
• How
can
HR
move
the
needle?
• How
can
I
start?
13. BeGer analyEcs, even beGer results
“Our research demonstrates that the journey to a mature analytics function
may not be easy, but it does pay off in better talent outcomes and efficiency
gains. In financial terms, the stock prices of these organizations outpaced
the S&P 500 by 30 percent, on average, over the last three years.”
“… we found little differences between Top Performers and all others,
leading us to recognize that the effect of HR technologies for Top
Performers as a competitive advantage has minimized…
Quantified Organizations, through their HR practices and technology
adoption, they support an environment of data-driven decision making.
Quantified Organizations have 79% greater ROE (return on equity)
than the Not Quantified Organizations.”
14. ExpectaEons for HR has changed
301
execuEves
from
companies
with
$1B
or
more
in
revenue
from
across
America—
represenEng
a
wide
range
of
industries—took
the
survey
conducted
on
Visier’s
behalf
by
Harris
Poll
in
February
2015.
15. 80%
say
their
company
cannot
succeed
without
an
asserEve,
data-‐driven
CHRO,
who
takes
a
strong
stance
on
talent
issues
and
uses
relevant
facts
to
deliver
an
informed
point
of
view
16. 78%
say
their
company
cannot
succeed
without
a
CHRO
who
takes
on
responsibility
for
contribuEng
directly
to
business
performance
20. Reactive Standardized Focused Strategic
Organizational
Focus
Goal
Respond
to
people
data
requests
Improve
HR
processes
Align
HR
with
the
business
Drive
business
outcomes
Reach
in
users
Analysts
&
planners
Plus
HR
&
ExecuEve
Leadership
Plus
all
business
leaders
Plus
all
people
managers
Frequency
of
use
One
off
Monthly
reports
&
annual
plans
Plus
self-‐service
analyEcs
&
monthly
plans
Plus
real-‐Eme
analyEcs,
conEnuous
planning,
&
forecasEng
Functional
Capabilities
Technology
Spreadsheets
Spreadsheets
&
dashboards
Business-‐specific
analyEcs,
what
if
scenarios,
&
collaboraEon
Plus
predicEve
analyEcs
&
workforce
modeling
Content
Standardiza6on
None
Basic
key
HR
metrics
&
headcount-‐only
planning
Plus
metrics
&
analyEcs
across
all
HR
topics,
&
cost-‐
driven
planning
Plus
workforce
modeling
&
connecEng
to
business
outcomes
Visualiza6ons
Basic
staEc
charts
Basic
to
intermediate
staEc
charts
InteracEve,
purpose-‐
built
visualizaEons
Advanced
interacEve,
purpose-‐
built
visualizaEons
Data
Management
Scope
Single
system
(e.g.
HRMS)
Limited
linkage
between
a
few
systems
(e.g.
HRMS
&
Payroll)
MulE-‐system
integraEon
(e.g.
all
HR
systems
+
benchmarks)
Plus
Big
Data
(e.g.
business
systems)
Effort
Manual
(new
each
Eme)
Manual
to
create
&
update
Automated
&
single
source
of
the
truth
21. 1. ReacEve
–
we
mostly
respond
to
data
requests.
Rely
heavily
on
spreadsheets,
and
don’t
connect
data
from
mulEple
systems.
2. Standardized
–
standard
reports
for
HR
&
business.
Connect
mulEple
HR
systems.
Core
metrics
defined.
3. Focused
–
All
business
users
have
self-‐service
analysis.
What-‐if
analysis.
All
HR
data
systems
connected.
4. Strategic
–
What
happened,
to
what
we
expect
to
happen
-‐
predicEons
and
projecEons.
External
&
business
data.
POLL
QUESTION:
Where
is
your
organizaEon?
22. The path to workforce intelligence maturity
Reactive Standardized Focused Strategic
Workforce Intelligence Maturity à
BusinessValue
Respond to
data requests
Improve HR
processes
Align HR with
the business
Drive business
outcomes
56% 30% 10% 4%
5% 10% 30% 55%
Current Capability:
Desired Capability:
(within 2 yrs)
23. HR’s readiness to take on talent challenges:
AnalyEcs one of the biggest gaps
Culture and engagement
Learning & development
Diversity & inclusion
Talent acquisition
22%
28%
30%
31%
31%
32%
37%
38%
40%
41%
Reskilling HR
Leadership gaps
Performance management
HR Technologies
Workforce capabilities
Talent analytics
But only 22%
say they are
“ready” to
effectively leverage
talent analytics
75% of
organizations say
that talent
analytics is
important
Source:
Global
Human
Capital
Trends
Study
2015,
DeloiBe
24. LimitaEons with tradiEonal approaches
Bad data
• Disconnected data
silos
• Inconsistent, non-‐
standard data and
metrics
• All past, no future
Costly, complex, & constrained capabiliEes
Limited insights
• PrimiEve reporEng –
how many, not why or
what next
• Lack of collaboraEon
and sharing
• Built for expert users
High risk
• Dependency on IT and
costly consultants
• Lengthy development
and deployment
• Expensive, with
ongoing hidden costs
26. “We believe that the next step in HR is to
focus on HR from the Outside In. In this
view, strategy is a window through which
HR professionals align their work to forces
and stakeholders outside their
organizaEon.”
Dave Ulrich
28. Use workforce intelligence to answer…
WHAT?
SO WHAT?
NOW WHAT?
What are the most
urgent business
implicaEons?
What should we do
differently to drive
business outcomes,
and is it working?
What is going on in
the workforce and
why?
30. Answer just three quesEons
WHAT?
SO WHAT?
NOW WHAT?
How does this
impact our
business? Does it
maGer?
What do we do, and
how do we know we
are being successful?
Analyze the situaEon
to understand what
has happened?
31. RetenEon
WHAT?
SO WHAT?
NOW WHAT?
How does it
impact customer
saEsfacEon?
How can we improve
retenEon of top
performers?
What is our
retenEon rate for
top performers?
32. • Discover
what
drives
resignaEons
to
create
programs
to
increase
retenEon
RetenEon
33. Diversity
WHAT?
SO WHAT?
NOW WHAT?
What impact does
diversity have on
store-‐by-‐store
revenue?
How can we opEmize
diversity in each store
to maximize revenue?
What is the diversity
raEo in each of our
retail stores?
35. Workforce planning and costs
WHAT?
SO WHAT?
NOW WHAT?
Are we tracking to
hit the cost targets
Finance set for this
year?
What changes can we
make in Eme to stay
within our budget
without a reducEon in
force?
What is the total
cost of our
workforce, including
conEngent workers?
36. Workforce planning and costs
• Create
a
plan
that
meets
business
objecEves
while
staying
within
cost
and
headcount
limits
set
by
Finance.
37. • What
workforce
metrics
(such
as
pay
per
FTE,
resignaEon
rates,
performance
raEngs,
etc.)
are
most
correlated
with
an
increase
in
revenue
(or
customer
saEsfacEon,
paEent
readmission,
sales
achievement,…)
per
full-‐Eme
employee?
Relate workforce insights to business results
38. Relate workforce insights to business results
• How
does
turnover
compare
to
sales
across
locaEons
over
last
12
months?
• How
do
tenure
and
performance
relate
to
the
profit
of
business
units?
• How
do
headcount,
turnover
rate,
and
total
cost
of
workforce
compare
to
revenue
by
locaEon?
• What
employee
aQributes
most
contribute
to
a
high
customer
sa6sfac6on
score?
• Does
employee
engagement
impact
profitability?
• Does
increasing
the
compa-‐ra6o
for
top
performers
in
criEcal
roles
increase
revenue
growth?
40. Becoming strategic
HR leaders who are proacEve users of data may have a beGer chance of
winning the CEO’s confidence.
HR ExecuEve, Gaining their Trust, Sept 2014
Another key finding is that HR leaders will have a seat at the table for strategic
discussions only if they can demonstrate the business impact of HR. …Our
experience has found that data-‐driven, analyEcal HR departments are more
likely to play a strategic role in their organizaEons, and the survey data
supports this.
Boston ConsulEng Group, CreaEng People Advantage, 2014-‐15
41. “Now is a unique opportunity
for HR professionals to posiEon
themselves as fact-‐based
strategic partners of the
execuEve board.”
McKinsey & Company, March 2015
42. Resources available at www.visier.com
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