Analytics Everywhere: Integrated Measurement of

Report
Analytics Everywhere:
Integrating Measurement of Learning,
Talent Management, and Diversity
Presenter
John Kranz
Product Manager
Workforce Planning and Analytics Division
July 16, 2013
Analytics Everywhere: Integrated Measurement of Learning, Talent Management, and Diversity
Agenda
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About Peoplefluent
Data, Metrics and Analytics
Integrated Analytics Approach
Solutions Overview
Questions
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Analytics Everywhere: Integrated Measurement of Learning, Talent Management, and Diversity │2
Who We Are
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© 2013 Peoplefluent
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Why Peoplefluent?
Strong History & Proven Track Record
• Over 5,100 customers
• Over 6 million end users of SaaS products in more than
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214 countries & territories
Peoplefluent solutions serve 80 of the Fortune 100
Over 550 Employees worldwide
Founded in 1997 – over 15 years of total workforce talent
management experience
Peoplefluent is privately held by Bedford Funding, a
private equity firm focused solely on the Human Capital
Management marketplace
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A Holistic Approach
The most comprehensive suite of talent solutions in the market today
We Help Our Customers Realize the Potential Of Their People
Workforce
Planning
Compliance &
Diversity
Recruiting &
Onboarding
Social
Mobile
Profiles
Enterprise
Collaboration
Contingent
Management
Analytics
Total
Compensation
Learning &
Development
Goals,
Performance &
Succession
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© 2013 Peoplefluent
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Data vs. Metric vs. Analytics
© 2012 Peoplefluent
© 2013 Peoplefluent
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Data
Measure that is collected with no specific
goal in mind
© 2012 Peoplefluent
© 2013 Peoplefluent
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Data Integrity
• 83% of all data migration projects either fail
outright or suffer significant cost overruns
and/or delays
• Lack of confidence in data will block decisionmakers from taking action
• Lack in timely delivery of data
delays proper decision-making
and analysis
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Metric
• A measurement with the goal of gauging some
quantifiable component of a company’s performance
• Measures become Metrics when you set goals and
thresholds the measure will be compared against
• Trending of Metrics tells a
fuller story and provides
historical context
• Benchmarking of select KPIs
may help reveal problems
© 2012 Peoplefluent
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Common Metric Selection Mistakes
• Metrics for the sake of metrics (not tied to business
goals)
• Too many metrics
• Metrics not driving an intended action
• Usually only “standard measures” – 80/20 rule
• No record of methodology, formula or definition
• No comparison figures (benchmarking and/or trends)
• Data extraction difficulty
© 2012 Peoplefluent
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Key Performance Indicator
• Metric that reflects critical factors for success
• Helps measure progress towards strategic goals
• Must be selected and customized based on objectives
and priorities of each organization
• Usually target-based with
explicit thresholds
• Examples
• Time to Fill Critical Roles
• Employee Engagement Score
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Analytics
• Analytics depend on the problems and opportunities
an organization faces
• Problems and opportunities lead to the metrics that
decision makers need in order to perform analyses
• Analyses is what informs
decision makers
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Common Process of Using HR Metrics
“Knowledge”
“Information”
“Data”
Analytics
Problem
Solving
Metrics
Data
Elements
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Example: Retention of Key Talent
Specific
Workforce
Initiative
• Retention of Key Talent
Analytics
• Understand the extent of the problem, how it has changed over
time, where it is the most prevalent and possible causes
Metrics
• Attrition Rate, Bad Attrition Rate, Involuntary & Voluntary
Termination Rate, Employee Engagement and Satisfaction Rate
Data
Elements
• Terminations, Headcount, Involuntary & Voluntary Terminations,
Engagement scores by month – segmented into employee
groups & depts.
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Human Capital Analytics
• Process by which we transform measures, metrics,
KPIs into insight to create value
• Information that can be used to make business
decisions
• Highest purpose – to create business indicators to
help management chart the course of the business
• Metrics
Analytics
Strategy
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Metrics vs. Analytics
© 2012 Peoplefluent
© 2013 Peoplefluent
Source: Cathy Missildine-Martin,
Profitability Through Human Capital, 2011
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Integrated Analytics is the Cornerstone for
Talent Management and Workforce Planning
• Analytics is increasingly driving the alignment of
people with planning
• When Aberdeen Group surveyed 250 organizations
for its 2012 Analytics in Action study, integration of
talent and business strategy was the #1 initiative in
place among all of the organizations
• Organizations need visibility into talent data and an
understanding of the gap between available talent
and the business need
© 2012 Peoplefluent
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Integrated Analytics in Action
• Build scenarios that unlock information to drive business results
• Forecast to allow decision makers to be pro-active and to help
ensure achievement of goals
• Accountability driven by setting goals to track workforce results
• Alerting leaders when key performance indicators go out of
threshold or simply trend in the wrong direction.
• Collaborating through an interactive environment to understand
workforce issues and take action
• Predicting trends and drive actions that will effect the future
• Guiding executive decisions with concise, boardroom-ready focus
and expert analysis along with documented business conversation
and collaboration
© 2012 Peoplefluent
© 2013 Peoplefluent
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Greatest HR Challenges Faced by Today’s Leaders
© 2012 Peoplefluent
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HR Activities, Initiatives, Programs
Hiring / On-Boarding
Retention / Employee
Separation
Productivity
Customer Satisfaction /
Loyalty
Employee Attitudes
Safety
Benefits / Work-Life
Balance Initiatives
Quality
Profitability
Development / Training
© 2012 Peoplefluent
© 2013 Peoplefluent
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Talent Life Cycle
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Strategic Planning
• Critical to map talent
investment costs to business
goals
• Identify strategic roles
Cost per day when operating
without a key player
(Sullivan, 2005)
 Successor pool coverage
 Headcount demand (Workforce Planning)
© 2012 Peoplefluent
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Talent Acquisition
• Increase the quality of hire by
identifying the best sources of
hire
• Employee referrals deliver
positive ROI
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Quality of hire per source
Contractor cost
Time to Fill
Offers Accepted
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Onboarding
• Strategic onboarding program
increases engagement levels,
and can decrease costs going
forward
• Low engagement levels have a
real impact on the bottom line
30-50%
60/80%
 New hire engagement score
 New hire voluntary attrition
 New hire performance rating
Source: Human Capital Institute
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Learning & Development
• New hire and ongoing – ensure all
employees have the skills and tools they
need to succeed
• What is the ROI?
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Training completion rate
Internal placement rate
Employee Trained Average Performance Rating
Untrained Employees Average Performance Rating
Training Performance Differential
Training Expense per Employee
© 2012 Peoplefluent
© 2013 Peoplefluent
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The HR Scorecard
Ongoing research program includes
over 2,800 corporations
Comparison of High and Low HR Management Quality
Bottom 10%
HR Index
(42 Firms)
Firm Performance
Employee Turnover
Sales per Employee
Market Value to Book Value
34.1%
$ 158,101
3.64
HR Practice
Percentage of Jobs Filled Internally
Top 10%
HR Index
(43 Firms)
$
34.9%
20.9%
617,576
11.06
Becker
Huselid
Ulrich
61.5%
© 2012 Peoplefluent
© 2013 Peoplefluent
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Coaching/Mentoring
• Can help overcome costly
performance problems
• There is value to putting
coaching and mentoring
programs in place. However,
there are also costs.
•
OI Partners research:
http://www.oipartners.net/Libraries/Reports/2013_national_retention_survey_report.sflb.a
shx
 Business impact of coaching program (ROI)
 Participation in mentoring programs
© 2012 Peoplefluent
© 2013 Peoplefluent
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Retention
 High performer retention
 Critical role retention
 Employee engagement score
© 2012 Peoplefluent
© 2013 Peoplefluent
Source: Corporate Leadership Council Research
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The Importance of Planning
• Workforce is the largest expense for most
organizations and should be the largest player
in organizational planning
• 67% of companies believe analytics create a
competitive advantage (MIT Sloan
Management Review)
© 2012 Peoplefluent
© 2013 Peoplefluent
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The Importance of Planning
© 2012 Peoplefluent
© 2013 Peoplefluent
Source: KPMG’s 10 Steps to Strategic
Workforce Planning
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The Importance of Planning
• Create defined roles for
organizational leaders
• Integrate workforce planning with
strategic planning
• Apply corporate values to focus
workforce planning
• Use innovative tools to customize
and communicate workforce
planning across the organization
© 2012 Peoplefluent
© 2013 Peoplefluent
Source: Carol Morrison from i4cp
April 24, 2013
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Do we have the talent in place to meet our
strategic goals?
© 2012 Peoplefluent
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Do we have the talent in place to meet our
strategic goals?
© 2012 Peoplefluent
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Do we have the talent in place to meet our
strategic goals?
• Translate business strategy into organizational capabilities
• Determine the talent needed to deliver on organizational
capabilities
• Confirm current talent needs and future talent forecasts
• Conduct a talent gap analysis for current and future states
• Identify actions and investments to close current and
future talent gaps
© 2012 Peoplefluent
© 2013 Peoplefluent
Source: Sibson Consulting
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Solutions Review
© 2012 Peoplefluent
© 2013 Peoplefluent
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Questions?
© 2012 Peoplefluent
© 2013 Peoplefluent
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Thank You!
Don’t Miss WISDOM 2013!
September 22-25, 2013 | Orlando, FL
John Kranz
Product Manager
p. 214-278-5148
e. [email protected]
Find Peoplefluent on…
Twitter: twitter.com/peoplefluent
LinkedIn: linkedin.com/company/peoplefluent
Facebook: facebook.com/peoplefluent
Blog: peoplefluent.com/resources/peoplefluentblog
© 2012 Peoplefluent
© 2013 Peoplefluent
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