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
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
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.