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HR METRICS AND
ANALYTICS
What to Measure & Why?
By John IBEBUNJO
We are a consulting outfit established for;
 Human Capital Management Solutions:
 Training & Capacity Building Solutions:
 Monitoring and Evaluation Solutions:
 Need-based Information Technology:
ABOUT TRG & DEV INT’L ASSOCIATES LIMITED
 Business Development
 Program Planning
 Human Capital Management & OD initiatives.
 Agro-Allied Training
 Project Management Template Development.
 Change Management Programs.
 Situational Analysis/ Needs Analysis
 Research, Surveys and Data Gathering
 Strategic (Right-Fit) Recruitment
 Managing start-ups
 Strategic Management Retreats
 Executive coaching for top executives
 Job Readiness Program
• Lead Consultant/ Program Director; TRG &
DEV Int’l Associates Ltd – a consultancy
firm that exists to bridge the knowing -
doing – gap in client organizations.
• Professional: OD Consultant & Trainer/
Facilitator
• SHRM (Certified member)
• OD Network (member)
• Consultant: HCD, ODP, Change Manager,
Program Manager, Strategy & Planning Expert
and Monitoring & Evaluation Consultant
ABOUT JOHN IBEBUNJO B.TECH., MSC., MBA
• Project Lead: Federal Govt. projects,
State-wide audit and verification;
monitoring & evaluation programs in
Nigeria.
• Passion: Helping ORG. & Individuals
develop and implement STRATEGIC PLANS
& Facilitating TRAINING.
• Convener: Periodic Training Programs in
Abuja.
• Experience: 18+ years
• Contact: +234-808-689-7719
INTRODUCTIONS
• Your Name
• Your Professional Background
• Your Role in your org
• Something personal about you
• Something you did recently that you are proud of
• Your Hopes and Aspirations
RULES OF ENGAGEMENT
• Participate to the best of my ability
• Be mindful of my use of air-time
• Be authentic in my sharing
• Be present in mind and body
• Respect other views, even if I disagree
• Silence all phones
• ______________________________
• ______________________________
SESSION LEARNING GOALS
• Introduction to HR Metrics and Analytics; Definitions
• Understanding what to measure
• Understanding where to focus
• Defining People Analytics Mind Map
• Using Data to measure various HR functions
INTRODUCTION
• The role of HR – through the management of an
organization’s human capital assets – is to impact four
principal outcomes:
• Generating Revenue,
• Minimizing Expenses,
• Mitigating risks, and
• Executing Strategic Plans.
7
HR ANALYTICS: DEFINITION
HR Analytics: is a methodology for creating
insights on how investments in human capital
assets contribute to the success of those four
outcomes.
This is done by applying statistical methods to
integrated HR, talent management, financial, and
operational data.
7
HR ANALYTICS: DEFINITION
HR Analytics: Refers to the interpretation
of data patterns by HR that aids decision-
making and performance improvements
in an organization.
7
HR ANALYTICS: DEFINITION
HR Analytics: Utilizing investigative
techniques to understand the contribution
that people make to business performance.
To inform and enable data-driven decisions
intended to maximize this contribution.
7
HR METRICS: DEFINITION
HR Metrics: They are different measurements that are used
to show the value that the HR function provides to the
organization.
HR Metrics demonstrate how effective the efforts of the HR
department are to the overall success of the organization.
7
HR METRICS: DEFINITION
HR Metrics. HR metrics are a vital method for quantifying the
impact and cost of HR processes and employee programs.
It is also a strategy for measuring the progress or collapse of
HR actions.
HR metrics uncovers a business’s strengths and vulnerabilities
HR metrics facilitate an understanding of the areas requiring
focus or improvement as well as those ready for capitalization.
7
HR METRICS VS HR ANALYTICS:
DIFFERENCE
HR metrics are a vital way to quantify the cost and the impact
of employee programs and HR processes and measure the
success (or failure) of HR initiatives.
It is also a strategy for measuring the progress or collapse of
HR actions.
HR metrics uncovers a business’s strengths and vulnerabilities
HR metrics facilitate an understanding of the areas requiring
focus or improvement as well as those ready for capitalization.
8
Metrics Analytics
Tangible Intangible
Accounting Finance
Past Future
Data Insights
Large Selective
Transactional Strategic
Information Transformation
Low value Differentiator
Gathering Asking questions
Reporting Analysing
HR Scorecard Business Scorecard
HR ownership Management ownership
Controlling Optimising
Inside-in perspective Outside-in perspective
9
STAGES OF MATURITY
Operational
Descriptive
Diagnostics
Predictive
Prescriptive
1
2
3
4
5
People Analytics Adding Value through Insight
Providing InformationWorkforce Reporting
Project Focus
Process Focus
9
VALUE ADD HR ANALYTICS
Insightful
Relevance
Actionable
Telling your audience something
they already did not know
About something that matters
Which will realistically trigger a
meaningful intervention
May not attach a significance
to – we need to be prepared
for the “so what response”
Quantity is not our
success measure
Can they (we) mitigate the
risk or maximize the
opportunity
9
BARRIERSTO HR ANALYTICS
Data Quality
Technology
Metrics
Capability
Capacity Capacity
Capability
Technology
Executive Support
Reporting Foundations
To Execute Reporting To Execute Analytics
9
HR ANALYTICS: STARTING POINT
HR
Function &
Processes
Workforce
Issues
Business
Strategy
HR
Analytics
Strategy
9
HR ANALYTICS: MIND MAP
HR
Function &
Processes
Workforce
Issues
Business
Strategy
HR
Analytics
Strategy
Strategic
Workforce
Plan
People Plan
• Staffing
• L&D
• Performance Mgt
+ Rewards
• Employee
Benefits
• Attraction
• Diversity
• Staff turnover
(resignations)
• Management
Challenging
Assumptions
Workforce Stability v Profit
Hr metrics and analytics pj
WHAT METRICS DOES HR ANALYTICS
MEASURE?
WHAT METRICS DOES HR ANALYTICS
MEASURE?
 Revenue per employee: Obtained by dividing a company’s revenue
by the total number of employees in the company.
This indicates the average revenue each employee generates. It is a
measure of how efficient an organization is at enabling revenue
generation through employees.
 Offer acceptance rate: The number of accepted formal job offers (not
verbal) divided by the total number of job offers given in a certain
period.
A higher rate (above 85%) indicates a good ratio. If it is lower, this data
can be used to redefine the company’s talent acquisition strategy.
 Training efficiency: Obtained from the analysis of multiple data points,
such as performance improvement, test scores, and upward transition
in employees’ roles in the organization after training.
WHAT METRICS DOES HR ANALYTICS
MEASURE?
 Training expenses per employee: Revenue Obtained by dividing the
total training expense by the total number of employees who received
training.
 Voluntary turnover rate: Voluntary turnover occurs when employees
voluntarily choose to leave their jobs. It is calculated by dividing the
number of employees who left voluntarily by the total number of
employees in the organization.
 Involuntary turnover rate : When an employee is terminated from their
position, it is termed “involuntary.” The rate is calculated by dividing the
number of employees who left involuntarily by the total number of
employees in the organization.
WHAT METRICS DOES HR ANALYTICS
MEASURE?
 Time to Fill: The number of days between advertising a job opening
and hiring someone to fill that position.
 Time to Hire: The number of days between approaching a candidate
and the candidate’s acceptance of the job offer.
 Absenteeism: Absenteeism is a productivity metric, which is
measured by dividing the number of days missed by the total number
of scheduled work days. Absenteeism can offer insights into overall
employee health and can also serve as an indicator of employee
happiness.
General Business specific
Mission criticalIdiosyncratic
Unique but not
generally critical to
the business
Unique and critical
to the business
Critical to the business
but fairly common
Common and fairly
replaceable to the
business
‘Mapping Human Capital Architecture’
Source | Scott Snell
HighLow
High
Uniqueness
Types of Human Capital
KEY EMPLOYEE SEGMENTS
IMPLICATIONS OF HR ANALYTICS FOR
HR PROFESSION
 HR analytics will make the HR function more strategic
 Analytics requires a data-driven mindset for HR professionals
 The data going into the systems will become more important
 HR analytics will impact the tools we use
 People analytics changes HR by busting long-held beliefs
IMPLICATIONS OF HR ANALYTICS FOR
HR PROFESSION
1. HR analytics will make the HR function more strategic: The goal
of people analytics is to see how business outcomes can be improved by
changing people management practices. People analytics is therefore
inherently strategic and data-driven and will, therefore, impact how we
attract, hire, evaluate, promote, and fire people.
IMPLICATIONS OF HR ANALYTICS FOR
HR PROFESSION
2. Analytics requires a data-driven mindset for HR professionals: Access to data
and analytics changes the role of the HR business partner.Traditionally, the business
partner followed the manager’s input.This could involve very operational activities. For
example, I’ve spoken to business partners who were asked to create a list of birth
dates for the manager to keep track of. Instead of making birthdate lists, they can now
proactively look at the data and identify the people problems that the manager is
facing.This changes their role and also increases the demand for HR analytics courses
and other tools to build analytics capability.
IMPLICATIONS OF HR ANALYTICS FOR
HR PROFESSION
3. The data going into the systems will become more important: HR data is
notorious for its data quality.The data going into the systems become increasingly
important as it is now used for analysis and forms the basis of informed decision making
and action.This requires system administrators to design better systems with a lower risk
of errors and makes the administrative roles in the HR department more important.
4. HR analytics will impact the tools we use: This involves measuring how we attract,
manage, and promote talent.This will change how we deploy our HR tools as they will have
to aggregate data from each step in the talent management model.This will ultimately
optimize talent management
IMPLICATIONS OF HR ANALYTICS FOR
HR PROFESSION
5. People analytics changes HR by busting long-held beliefs: For example, a fast-
food company that I worked with a few years ago was actively hiring people that had
quit the company earlier.They were hiring them because they thought these people
would require a shorter onboarding time and would stay longer because they already
knew the work. However, after some analysis, the people analytics team discovered
that the reason for termination was not checked and that people who were fired for
fraudulent behavior were hired again – only to stay a much shorter time than the
average hire. By sharing these insights, the recruitment team was able to make better
hiring decisions.
Hr metrics and analytics pj
Hr metrics and analytics pj
Hr metrics and analytics pj
QUESTIONTIME
THANKYOU

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Hr metrics and analytics pj

  • 1. HR METRICS AND ANALYTICS What to Measure & Why? By John IBEBUNJO
  • 2. We are a consulting outfit established for;  Human Capital Management Solutions:  Training & Capacity Building Solutions:  Monitoring and Evaluation Solutions:  Need-based Information Technology: ABOUT TRG & DEV INT’L ASSOCIATES LIMITED  Business Development  Program Planning  Human Capital Management & OD initiatives.  Agro-Allied Training  Project Management Template Development.  Change Management Programs.  Situational Analysis/ Needs Analysis  Research, Surveys and Data Gathering  Strategic (Right-Fit) Recruitment  Managing start-ups  Strategic Management Retreats  Executive coaching for top executives  Job Readiness Program
  • 3. • Lead Consultant/ Program Director; TRG & DEV Int’l Associates Ltd – a consultancy firm that exists to bridge the knowing - doing – gap in client organizations. • Professional: OD Consultant & Trainer/ Facilitator • SHRM (Certified member) • OD Network (member) • Consultant: HCD, ODP, Change Manager, Program Manager, Strategy & Planning Expert and Monitoring & Evaluation Consultant ABOUT JOHN IBEBUNJO B.TECH., MSC., MBA • Project Lead: Federal Govt. projects, State-wide audit and verification; monitoring & evaluation programs in Nigeria. • Passion: Helping ORG. & Individuals develop and implement STRATEGIC PLANS & Facilitating TRAINING. • Convener: Periodic Training Programs in Abuja. • Experience: 18+ years • Contact: +234-808-689-7719
  • 4. INTRODUCTIONS • Your Name • Your Professional Background • Your Role in your org • Something personal about you • Something you did recently that you are proud of • Your Hopes and Aspirations
  • 5. RULES OF ENGAGEMENT • Participate to the best of my ability • Be mindful of my use of air-time • Be authentic in my sharing • Be present in mind and body • Respect other views, even if I disagree • Silence all phones • ______________________________ • ______________________________
  • 6. SESSION LEARNING GOALS • Introduction to HR Metrics and Analytics; Definitions • Understanding what to measure • Understanding where to focus • Defining People Analytics Mind Map • Using Data to measure various HR functions
  • 7. INTRODUCTION • The role of HR – through the management of an organization’s human capital assets – is to impact four principal outcomes: • Generating Revenue, • Minimizing Expenses, • Mitigating risks, and • Executing Strategic Plans.
  • 8. 7 HR ANALYTICS: DEFINITION HR Analytics: is a methodology for creating insights on how investments in human capital assets contribute to the success of those four outcomes. This is done by applying statistical methods to integrated HR, talent management, financial, and operational data.
  • 9. 7 HR ANALYTICS: DEFINITION HR Analytics: Refers to the interpretation of data patterns by HR that aids decision- making and performance improvements in an organization.
  • 10. 7 HR ANALYTICS: DEFINITION HR Analytics: Utilizing investigative techniques to understand the contribution that people make to business performance. To inform and enable data-driven decisions intended to maximize this contribution.
  • 11. 7 HR METRICS: DEFINITION HR Metrics: They are different measurements that are used to show the value that the HR function provides to the organization. HR Metrics demonstrate how effective the efforts of the HR department are to the overall success of the organization.
  • 12. 7 HR METRICS: DEFINITION HR Metrics. HR metrics are a vital method for quantifying the impact and cost of HR processes and employee programs. It is also a strategy for measuring the progress or collapse of HR actions. HR metrics uncovers a business’s strengths and vulnerabilities HR metrics facilitate an understanding of the areas requiring focus or improvement as well as those ready for capitalization.
  • 13. 7 HR METRICS VS HR ANALYTICS: DIFFERENCE HR metrics are a vital way to quantify the cost and the impact of employee programs and HR processes and measure the success (or failure) of HR initiatives. It is also a strategy for measuring the progress or collapse of HR actions. HR metrics uncovers a business’s strengths and vulnerabilities HR metrics facilitate an understanding of the areas requiring focus or improvement as well as those ready for capitalization.
  • 14. 8 Metrics Analytics Tangible Intangible Accounting Finance Past Future Data Insights Large Selective Transactional Strategic Information Transformation Low value Differentiator Gathering Asking questions Reporting Analysing HR Scorecard Business Scorecard HR ownership Management ownership Controlling Optimising Inside-in perspective Outside-in perspective
  • 15. 9 STAGES OF MATURITY Operational Descriptive Diagnostics Predictive Prescriptive 1 2 3 4 5 People Analytics Adding Value through Insight Providing InformationWorkforce Reporting Project Focus Process Focus
  • 16. 9 VALUE ADD HR ANALYTICS Insightful Relevance Actionable Telling your audience something they already did not know About something that matters Which will realistically trigger a meaningful intervention May not attach a significance to – we need to be prepared for the “so what response” Quantity is not our success measure Can they (we) mitigate the risk or maximize the opportunity
  • 17. 9 BARRIERSTO HR ANALYTICS Data Quality Technology Metrics Capability Capacity Capacity Capability Technology Executive Support Reporting Foundations To Execute Reporting To Execute Analytics
  • 18. 9 HR ANALYTICS: STARTING POINT HR Function & Processes Workforce Issues Business Strategy HR Analytics Strategy
  • 19. 9 HR ANALYTICS: MIND MAP HR Function & Processes Workforce Issues Business Strategy HR Analytics Strategy Strategic Workforce Plan People Plan • Staffing • L&D • Performance Mgt + Rewards • Employee Benefits • Attraction • Diversity • Staff turnover (resignations) • Management Challenging Assumptions Workforce Stability v Profit
  • 21. WHAT METRICS DOES HR ANALYTICS MEASURE?
  • 22. WHAT METRICS DOES HR ANALYTICS MEASURE?  Revenue per employee: Obtained by dividing a company’s revenue by the total number of employees in the company. This indicates the average revenue each employee generates. It is a measure of how efficient an organization is at enabling revenue generation through employees.  Offer acceptance rate: The number of accepted formal job offers (not verbal) divided by the total number of job offers given in a certain period. A higher rate (above 85%) indicates a good ratio. If it is lower, this data can be used to redefine the company’s talent acquisition strategy.  Training efficiency: Obtained from the analysis of multiple data points, such as performance improvement, test scores, and upward transition in employees’ roles in the organization after training.
  • 23. WHAT METRICS DOES HR ANALYTICS MEASURE?  Training expenses per employee: Revenue Obtained by dividing the total training expense by the total number of employees who received training.  Voluntary turnover rate: Voluntary turnover occurs when employees voluntarily choose to leave their jobs. It is calculated by dividing the number of employees who left voluntarily by the total number of employees in the organization.  Involuntary turnover rate : When an employee is terminated from their position, it is termed “involuntary.” The rate is calculated by dividing the number of employees who left involuntarily by the total number of employees in the organization.
  • 24. WHAT METRICS DOES HR ANALYTICS MEASURE?  Time to Fill: The number of days between advertising a job opening and hiring someone to fill that position.  Time to Hire: The number of days between approaching a candidate and the candidate’s acceptance of the job offer.  Absenteeism: Absenteeism is a productivity metric, which is measured by dividing the number of days missed by the total number of scheduled work days. Absenteeism can offer insights into overall employee health and can also serve as an indicator of employee happiness.
  • 25. General Business specific Mission criticalIdiosyncratic Unique but not generally critical to the business Unique and critical to the business Critical to the business but fairly common Common and fairly replaceable to the business ‘Mapping Human Capital Architecture’ Source | Scott Snell HighLow High Uniqueness Types of Human Capital KEY EMPLOYEE SEGMENTS
  • 26. IMPLICATIONS OF HR ANALYTICS FOR HR PROFESSION  HR analytics will make the HR function more strategic  Analytics requires a data-driven mindset for HR professionals  The data going into the systems will become more important  HR analytics will impact the tools we use  People analytics changes HR by busting long-held beliefs
  • 27. IMPLICATIONS OF HR ANALYTICS FOR HR PROFESSION 1. HR analytics will make the HR function more strategic: The goal of people analytics is to see how business outcomes can be improved by changing people management practices. People analytics is therefore inherently strategic and data-driven and will, therefore, impact how we attract, hire, evaluate, promote, and fire people.
  • 28. IMPLICATIONS OF HR ANALYTICS FOR HR PROFESSION 2. Analytics requires a data-driven mindset for HR professionals: Access to data and analytics changes the role of the HR business partner.Traditionally, the business partner followed the manager’s input.This could involve very operational activities. For example, I’ve spoken to business partners who were asked to create a list of birth dates for the manager to keep track of. Instead of making birthdate lists, they can now proactively look at the data and identify the people problems that the manager is facing.This changes their role and also increases the demand for HR analytics courses and other tools to build analytics capability.
  • 29. IMPLICATIONS OF HR ANALYTICS FOR HR PROFESSION 3. The data going into the systems will become more important: HR data is notorious for its data quality.The data going into the systems become increasingly important as it is now used for analysis and forms the basis of informed decision making and action.This requires system administrators to design better systems with a lower risk of errors and makes the administrative roles in the HR department more important. 4. HR analytics will impact the tools we use: This involves measuring how we attract, manage, and promote talent.This will change how we deploy our HR tools as they will have to aggregate data from each step in the talent management model.This will ultimately optimize talent management
  • 30. IMPLICATIONS OF HR ANALYTICS FOR HR PROFESSION 5. People analytics changes HR by busting long-held beliefs: For example, a fast- food company that I worked with a few years ago was actively hiring people that had quit the company earlier.They were hiring them because they thought these people would require a shorter onboarding time and would stay longer because they already knew the work. However, after some analysis, the people analytics team discovered that the reason for termination was not checked and that people who were fired for fraudulent behavior were hired again – only to stay a much shorter time than the average hire. By sharing these insights, the recruitment team was able to make better hiring decisions.