Introduction to OrgVue G Cloud - April 2014 part 2

Report
JUNE 2012
MARCH 2014
OrgVue and Concentra
Introduction
How OrgVue is applied
Typical steps and benefits
1.
Data integration
–
Data loading
–
Checking data quality
–
Data cleansing
2.
Core analysis
–
Org charting
–
People analytics & demographics
–
Standard reports & dashboards
3.
Understanding causes
–
Trends over time - history
–
Extra data capture – web forms and surveys
–
Multi-aspect modelling: objectives, activities, competencies, roles
4.
Prediction and planning
–
Organisation Design
–
Workforce planning
–
Objective Management
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Model organisation design scenarios
Scenario modelling
2013
2015
Cost change: £7.2m
Headcount change: 98 FTE
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3
Develop employee flight risk algorithms
Flight risk fishbone
EMPLOYEE
POTENTIAL
Source Data
TENURE IN
ORGANISATION
Calculated Property
TENURE IN
ROLE
TEAM ATTRITION
LEVELS
Calculated Property
Calculated Property
FLIGHT RISK
Source Data
EMPLOYEE
PERFORMANCE
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Source Data
MANAGER
FLIGHT RISK
ASSESSMENT
Calculated Property
BRADFORD
FACTOR
Source Data
EMPLOYEE
ENGAGEMENT
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…and compare flight risk vs performance as an input into
succession planning
Measuring Flight Risk vs. Performance – Or Any Other Properties
The key question is how ‘Critical’ Roles are defined (i.e. technical vs. leadership vs. other)
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OrgVue can hold budget FTE, forecast FTE and actual FTE for each
role
Budget vs. Forecast
By role, what is the actual vs
budget vs forecast vs to be
recruited
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See within Org Structure with a
chart for each role…coloured by
the largest gaps
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Headcount change month on month can be tracked vs. plan
Waterfall over time
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If recruitment is needed, the pipeline can be tracked per role
Pipeline snapshots
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And interview results can be captured and visualised in OrgVue
Workflow reporting and tracking
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Objective management breaks down objectives, links them to people and
aggregates progress
Cascade through organisation:
Edit using web form:
Link to people/roles:
Sign-off:
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Track BRAG/time:
Track along 4 dimensions:
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Implementing OrgVue
HR Analytics is a journey, with hundreds of pertinent questions to
ask and answer along the way
The HR Analytics journey and questions
MONITOR THE
BUSINESS
LAY THE FOUNDATIONS
BUSINESS
CASE
RESOURCING
ORG. IMPROVEMENT
TALENT
MANAGEMENT
DIMENSIONS OF
ANALYSIS
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MAKE DATA-DRIVEN
DECISIONS
PLAN THE FUTURE
MANAGE OUTCOMES
• Function cost
• Function cost vs.
revenue
• Direct vs. indirect cost
• Function ‘x’ cost vs.
Function ‘y’ cost
• Function ‘x’ cost vs. total
Function cost
• Total process cost
• Process cost vs. revenue
• Process ‘x’ cost vs.
process ‘y’ cost
• Age profile
• Gender split (%)
• Length of employment
profile
• Time to retire profile
• % employed less than
‘n’-years
• % split of dimension for
period ‘n’
• % minorities
• Attrition in time period ‘n’
• External hires vs. internal
moves
• Performance profile
• % new recruits who
achieve ‘x’ or better
• Promotions within time
period ‘n’
• Recruitment cost as % of
year 1 salary
• Number of employees
• Number of FTEs
• Avg. span of control
• Management vs. nonmanagement
• Client-facing vs. support
FTEs
• % vacancies
• % employees on sick
leave
• Number of vacancies
• % of cost from new
activities
• % activities from process
within role
• Reporting line changes
• Overall engagement
score
• Engagement score by
question
• Absenteeism
• Holidays
• Days training
• % time allocated to
strategic activities
• % cost from strategic
activities
• Competency gaps
(count, hours)
• % new recruits with ‘x’
competency
• % competency gap by
process
• TIG vs. competencies
required for promotion
•
•
•
•
•
•
•
•
• Central vs. De-central
• Core vs. non-core
• Strategic, Tactical,
Administrative
• Language
• Nationality
• Employee interests and
hobbies
• Specialties
Age
Gender
Geography
Business unit
Employment type
Grade
Market segment
Race
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Implementation timelines are typically 3-6 weeks, depending on
scope and data availability
Example timeline
2013
02 DEC 2013
12 DEC 2013
Week 0
Week 2
Project kick-off
17 JAN 2014
31 JAN 2014
Week 4
First iteration
of outputs
Week 6
Second iteration
of outputs
Map existing data sets
•
MI, Payroll, Other HR datasets
•
Performance datasets
•
Agree owners & governance
Key outputs
• Integrated data system
• Dashboards delivering value to HR
• Prioritised analytical projects for 12+ months
Trial loading & initial analytics
KEY ACTIVITIES
•
Completion of
dataload,
dashboards and
final outputs
Work with HR MI teams to identify current analytics and aspirations; prioritise new
reports by benefit ratio
Dataset integration
•
Establish & test regular dataload cycle
•
Auditability and change reporting
On-going training and coaching for HR & business analytics teams; define skills and training for HRBPs; offer Org Design training
HR Analytics implementation into the business
•
Establishing and training champions going forward
•
Confirming dashboard set up
•
Identifying priority items for analytical projects over 12 months
Leveraging OrgVue
Steering
Committee
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Steering
Committee
•
Client entry into community of users
•
Access to benchmark sets of standard
processes, data and decisions
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The first step is to map the data sources, owners and governance for
feeding data into OrgVue
Data source table
Current
system
Data content
Owner
Governance
Can be
tracked in
OrgVue?
Proposed
frequency
SAP
Key HR data
Insert name
OrgVue updates listed & fed
back to core system
Yes
Daily
SAP
Financial data
Insert name
One way – no changes in
OrgVue
Yes
Monthly
ADP, others,
multiple payroll
providers
Payroll data
Insert name
OrgVue updates listed & fed
back to core system
Yes
Monthly
Talent Link
Recruitment information
Insert name
One way – no changes in
OrgVue
Yes
Monthly
Future LMS
Learning & training course
data
Insert name
Tbc
Yes
Tbc
Future Talent
Management
System
Hi-Po information
Insert name
Data created in meetings
using OrgVue
Yes
Tbc
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The system requirements for OrgVue are simple
System requirements
DATA SOURCE REQUIREMENTS
USER DESKTOP REQUIREMENTS
•
Data in csv format for copy and paste
•
Broadband internet access
•
API access for automated data upload
•
Email access for initial setup & password
refresh
•
Any internet browser running the most
recent version of Flash Player (currently
11.0 or greater)
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Case studies
Global Services Co delivers 20% headquarter cost reduction
Modelling existing & scenario planning to-be HQ organisation
Situation and complication
From this
• A global services company sought to rationalise its central functions, to
deliver better services at costs at least 20% lower.
• The project team needed to model change in organisational structures, to
visual the new organisation diagrams and to map costs into roles.
• Traditional solutions were too slow for the fast-moving project
Solution
• Existing spreadsheets converted to new organisation diagrams in a day
• Financial and resource impact of each scenario was modelled, allowing factbased decisions on new structures
To this
• Client analysts modelled changes live in OrgVue O.D. workshops
Benefits
• Decisions on change made in 2 weeks, where the project had previously
been stuck for 2 months “in Excel hell”
• Spans of control corrected; 500 FTE saved from 2500 FTE starting point
• Decisions communicated to teams meeting consultation deadlines
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Council HR Director improves data quality and gets immediate
insights across up to 16,000 people
Data quality improvement and HR insights
Situation and complication
• A council had fragmented people information and slow update processes
• Operational managers had low confidence in data accuracy, speed to
update and therefore did not seek strategic advice from HR
• It was hard for the HR team to give insightful answers on demographics,
absence, pay, performance and customer impact.
Solution
• OrgVue was auto-fed every day with data from a new HRIS
• The HR establishment teams took sections of the data, reviewed with the
business and updated with good change control
• The HR team used OrgVue to run business questions and get insights
Benefits
• “Questions that used to take 3.5 days to answer can now be answered in 10
minutes. I can answer questions I didn't even realise I had. It's like seeing
my organisation in 3D rather than 2D”
- Helen Grantham, Service Director for People and Customers
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International logistics company achieves consolidated HR data
across 18 countries
Providing “global visibility of all our people”
Situation and complication
• A global leader in parts distribution had operations in 18 countries – and no
way of integrating its HR data
• Installing a global solution to replace local HRIS would cost $$millions
• The business could not answer regulatory questions even on basics like
headcount, cost, gender and employment status
Solution
• OrgVue integrated data from >47 datasets around the world
• Local operations retained their local systems, but OrgVue provided central
consolidation, change tracking, cleansing and correction
Benefits
• HR took on a new role, contributing to strategic discussions and scenario
planning with reliable people data
• “For us the real power is that at last we have global visibility of all our people
around the world”
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HR team gains tools and skills to carry out process re-engineering
Process cost modelled by linking People to Activities
Situation and complication
• An HR team wanted to re-engineer its own processes, simplifying and in
some cases automating its more transactional work
• No-one had ever evaluated working time, volumes and costs of HR
processes
Solution
• The HR team leveraged existing OrgVue data on headcount and costs
• The HR team linked role costs to activities
• Exact costs of the As-Is and To-Be processes showed a XX% cost reduction
Benefits
• “We can identify which processes are worth re-engineering, and where
automation does – and doesn’t – make sense”
• HR’s new capabilities mean it can now offer re-engineering insights to other
functions: a business-focus that it had previously not been able to offer
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Strategy Director drives price and process improvement from a full
Cost-to-Serve model
Full Cost-to-Serve model using OrgVue linking
Situation and complication
• A strategy director wanting to drive multiple initiatives
• Poor quality data inhibited analysis and action
• No alignment of local process maps to global standards
Solution
• All headcount data loaded & verified from the Payroll system
• Roles linked to As-Is Activities, then Activities to Customers
• Consolidated view of activity costs, customer costs and customer profitability
Benefits
• Pricing now uses true costs; identifying uneconomic customers & services
• Cost insights now motivate businesses to drive process re-engineering.
e.g. >£2m of ‘hidden’ cost from just one process now exposed
• Value adding services can be promoted; insights can be sustained
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Healthcare CEO achieves clarity on objectives and progress from top
to bottom in under 3 months
Objectives Management implementation & training
Situation and complication
Set objectives:
Sign-off:
• The CEO wanted clarity on objectives, accountability and progress vs. plan
– with a pilot solution within 2 months
• The 4000-person healthcare trust had never mapped accountability in detail
Solution
• All objectives cascaded from top to bottom using OrgVue
Cascade:
• Objectives weighted by importance and given individual performance bands
• Actuals tracked monthly and progress vs. plan rolled up to the top
• Executives, trainers, managers and HRBPs trained in system & skills
Benefits
• Clarity on initial accountabilities
Track BRAG over time:
• Weighting made sure objectives were kept in balance
• Divergences from plan began to be identified early enough for intervention
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About Concentra
Concentra: a firm that provides technology to deliver consulting
value
Productising consulting
Concentra is an award winning operations consulting, analytics and technology firm. We
are at the forefront of a new and growing business model in delivering operational
efficiencies. We call it ‘productising consulting’ – which means putting technology in
clients’ hands to drive lasting performance improvements
Concentra company history
•
The company is an offshoot from A.T. Kearney Management Consulting. Formed in
2008, we are backed by venture capital investment
•
Our solutions are designed to capture long term operational gains and leave newly
acquired capabilities within the client’s organisation
•
Winner of numerous awards for innovation and recently won the award for most
innovative company in the Sunday Times ‘Tech Track 100’ (December 2011)
Our unique combination of capabilities
10 AWARDS FOR
EXCELLENCE AND
INNOVATION
OPERATIONS MANAGEMENT
DATA ANALYTICS
INNOVATIVE TECHNOLOGY
We focus on performance
improvement and delivering
business change
We help our clients achieve better
results by the way we aggregate,
interrogate and analyse data
We use a range of technologies to
build out the right solutions for our
clients
Source:
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Concentra carries out cutting edge analytics work
Summary of 5 analytics case studies
Sector
Topic
Analytical challenge
Results
1
Healthcare
Patient
pathways
>3 million patients
Tool for identifying
and driving better
pathways
2
Supply
chain
Inventory
reduction
$450 million spend
Stock reduction of
$150m
3
Global
services
HQ org
redesign
2,500 employees
20% cost
reduction planned
in <4 weeks
4
Logistics
Post-merger
integration
Optimise number of
depots
$15m in forecast
savings
5
Building
products
Price analytics
Analysis of 100
demand drivers
globally
$35m in revenue
uplift from pricing
revisions
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Revolutionise the way you see, plan and manage your organisation
For more information contact us at: [email protected]
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