2. Introduction OVERVIEW
A brief history
Contemporary HR analytics
Main objective
Using HR analytics
Problem solving and decision making
HR process efficiency
Analytics basics
Things to remember
3. INTRODUCTION
Org decision making
Integrated HRIS
Y2K
TQM, 6 Sigma, Lean
Evidence-based management
1984 – Dr Jac Fitz-enz,
Saratoga Institute
5. CONTEMPORARY HR METRICS &
WORKFORCE ANALYTICS
Expense
Cost & benefit
Learn from the past
6. MAIN OBJECTIVE
Tell, what you want???
Existing reports???
Acknowledge???
7. USE OF HR METRICS & WORKFORCE
ANALYTICS
Metrics – data that reflect some
descriptive detail about given processes
or outcomes.
Analytics – strategies for combining data
elements into metrics and for examining
relationships or changes in metrics.
Importance – depends on the problems
and opportunities that currently face its
managers.
9. PROBLEM SOLVING & DECISION MAKING
Decision making, is understanding of
the outcomes that one is attempting to
achieve
the factors that influence those
outcomes and their current states
knowing available tactical options and
their costs
10. PROBLEM SOLVING & DECISION MAKING
Common & troublesome view
Struggle to determine what & how to report
Report large metrics, that may not be
relevant.
Opportunity domains of HR expertise
Centers of excellence
Business partners
Process administration
11. COMPONENTS OF HR FUNCTIONALITY
Business partner
Process Centre of
administration excellence
12. HR PROCESS EFFICIENCY
Organizational effectiveness
The outcomes are the business units’
operational metrics i.e. Percentage of on-
time deliveries, Operational
downtime, Lost time accidents, Units sold
or Cost per unit. (Operational
effectiveness)
Strategic realignment
Long term planning
13. MEASUREMENT METRICS & ANALYTICS
BASICS
Getting started
Increase organizational efficiency
The role of Why???
Intermediate variable effects
Putting HR metrics and analytics data in context
Trend information
Reporting what we find
Push systems
Pull systems
14. PUSH & PULL SYSTEMS
PUSH
email
PULL
Posting HR metrics – company
website
Offer of access to information
Access to information
15. THINGS TO REMEMBER
Don’t DO METRICS
Bigger is not always better
Is a journey – not destination
Be willing to learn
Avoid the temptation to measure
everything aggressively
16. HR METRICS & FUTURE
Competitive advantage
Effective organizational functioning
Effective decision making
Manage human Capital
19. HOW CAN ORGANISATIONS USE
WORKFORCE ANALYTICS?
Forward-looking workforce planning
Managing talent acquisition
Diversity effectiveness
Talent potential & progression
Proactive retention
20. WHAT ARE THE KEY SUCCESS
FACTORS?
Start small and build momentum
Focus on capabilities
Use existing technology investments
Consider cloud to jump-start the effort
Use what you learn
21.
22. TYPICAL HR CHALLENGES
No accurate view of workforce profile
Lack of visibility in the effectiveness of HR
programs
Poor alignment of talent management strategy
with corporate strategy
No standard HR reporting infrastructure
Time wasted gathering data to manage &
report