analytics everywhere integrating measurement of learning talent management and diversity n.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
Analytics Everywhere: Integrating Measurement of Learning, Talent Management, and Diversity PowerPoint Presentation
Download Presentation
Analytics Everywhere: Integrating Measurement of Learning, Talent Management, and Diversity

Loading in 2 Seconds...

play fullscreen
1 / 37

Analytics Everywhere: Integrating Measurement of Learning, Talent Management, and Diversity - PowerPoint PPT Presentation


  • 140 Views
  • Uploaded on

Analytics Everywhere: Integrating Measurement of Learning, Talent Management, and Diversity. Presenter John Kranz Product Manager Workforce Planning and Analytics Division. Agenda. About Peoplefluent Data, Metrics and Analytics Integrated Analytics Approach Solutions Overview Questions.

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Analytics Everywhere: Integrating Measurement of Learning, Talent Management, and Diversity' - jean


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
analytics everywhere integrating measurement of learning talent management and diversity
Analytics Everywhere: Integrating Measurement of Learning,Talent Management, and Diversity
  • Presenter
  • John Kranz
  • Product Manager
  • Workforce Planning and Analytics Division
agenda
Agenda
  • About Peoplefluent
  • Data, Metrics and Analytics
  • Integrated Analytics Approach
  • Solutions Overview
  • Questions
why peoplefluent strong history proven track record
Why Peoplefluent?Strong History & Proven Track Record
  • Over 5,100 customers
  • Over 6 million end users of SaaS products in more than 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
slide5

A Holistic Approach

The most comprehensive suite of talent solutions in the market today

We Help Our Customers Realize the Potential Of Their People

Goals, Performance & Succession

Total Compensation

Workforce Planning

Learning & Development

Enterprise Collaboration

Compliance & Diversity

Recruiting & Onboarding

Contingent Management

Social

Mobile

Profiles

Analytics

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 decision-makers from taking action

Lack in timely delivery of data delays proper decision-makingand analysis

Data Integrity
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 afuller story and provideshistorical context

Benchmarking of select KPIsmay help reveal problems

Metric
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

Common Metric Selection Mistakes
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

Key Performance Indicator
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 informsdecision makers

Analytics
common process of using hr metrics
Common Process of Using HR Metrics

“Knowledge”

“Information”

“Data”

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

Human Capital Analytics
metrics vs analytics
Metrics vs. Analytics

Source: Cathy Missildine-Martin, Profitability Through Human Capital, 2011

integrated analytics is the cornerstone for talent management and workforce planning
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
integrated analytics in action
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
slide20

HR Activities, Initiatives, Programs

  • Hiring / On-Boarding
  • Retention / Employee Separation
  • Employee Attitudes
  • Benefits / Work-Life Balance Initiatives
  • Development / Training
  • Productivity
  • Customer Satisfaction / Loyalty
  • Safety
  • Quality
  • Profitability
strategic planning
Strategic Planning
  • Critical to map talent investment costs to business goals
  • Identify strategic roles

$7000

Cost per day when operating without a key player

(Sullivan, 2005)

  • Successor pool coverage
  • Headcount demand (Workforce Planning)
talent acquisition
Talent Acquisition
  • Increase the quality of hire by identifying the best sources of hire
  • Employee referrals deliver positive ROI
  • Quality of hire per source
  • Contractor cost
  • Time to Fill
  • Offers Accepted
onboarding
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

learning development
Learning & Development
  • New hire and ongoing – ensure all employees have the skills and tools they need to succeed
  • What is the ROI?
  • Training completion rate
  • Internal placement rate
  • Employee Trained Average Performance Rating
  • Untrained Employees Average Performance Rating
  • Training Performance Differential
  • Training Expense per Employee
the hr scorecard
The HR Scorecard

Ongoing research program includes over 2,800 corporations

Becker Huselid Ulrich

coaching mentoring
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.ashx
  • Business impact of coaching program (ROI)
  • Participation in mentoring programs
retention
Retention
  • High performer retention
  • Critical role retention
  • Employee engagement score

Source: Corporate Leadership Council Research

the importance of planning
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)
the importance of planning1
The Importance of Planning

Source: KPMG’s 10 Steps to Strategic Workforce Planning

the importance of planning2

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

The Importance of Planning

Source: Carol Morrison from i4cpApril 24, 2013

do we have the talent in place to meet our strategic goals2
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

Source: Sibson Consulting

slide37

Thank You!

John Kranz

Product Manager

p. 214-278-5148

e. johnk@aquire.com

Don’t Miss WISDOM 2013!

September 22-25, 2013 |Orlando, FL

  • Find Peoplefluent on…
  • Twitter: twitter.com/peoplefluent
  • LinkedIn: linkedin.com/company/peoplefluent
  • Facebook: facebook.com/peoplefluent
  • Blog: peoplefluent.com/resources/peoplefluent-blog