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Die Entscheidungsfindung von Personalverantwortlichen sollte auf zwei Säulen basieren: Die eine ist ein logischer Rahmen an Fragestellungen, die zweite ist eine Kombination von statistischen Analysen und leistungsstarker Computertechnologie.
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Zürich, 3. Januar 2014
Main factors, that control
Impact of HR
2
Range of Services
Analyses & Workshops
Pers. Administration & Reporting
Strategy & Execution
Assessments & Exec. Coachings
Webinars & Conferences
Surveys & Publications
3
Focus Topics
4
Fundamentals Evidence-Based Management: Connect scientific coherences with company-specific procedures
Identification of general
causal relations (theories)
Identification of specific
practices (instruments)
Science Practice
Based on: Brodbeck, F.; Woschée, R.: Grundlagen und Möglichkeiten eines evidenzbasierten Personalmanagements, 2013
exte
rna
l e
vid
en
ce
, so
un
d s
cie
ntific
kn
ow
led
ge
, g
en
era
liza
ble
ca
use
-effe
ct re
latio
nsh
ips
inte
rna
l evid
en
ce
, org
an
iza
tion-
specific
facts
based o
n
syste
ma
tica
lly c
olle
cte
d d
ata
the interaction creates a collective intelligence
Meta-
analyses
Controlled
laboratory/field
experiments
Comprehensive
correlation studies
Systematic
reviews
Systematic
evaluation
Systematic
Follow-up
Expert
survey
Case
study
5
Fundamentals Continuum of Human Capital Analytics
Anecdotes Scorecards
& Dashboards
Benchmarks
Correlations
Causation
Predictive
Analysis
Optimization
Source: Human Capital Analytics. How to Harness the Potential of Your Organization´s Greatest Asset.
Gene Pease, Boyce Byerly, Jac Fitz-enz. P. 17
6
Fundamentals The LAMP Framework
HR Metrics and
Analytics That Are
A Force For
Strategic Change
„The Right Logic“
Rational Talent Strategy
(Competitive Advantage, Talent
Pivot Points)
L „The Right Measures“
Sufficient Data
(Timely, Reliable, Available)
M
„The Right Analytics“
Valid Questions and Results
(Information, Design, Statistics)
A
„The Right Process“
Effective Knowledge Management
(Values, Culture, Influence)
P
Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne Cascio and John Boudreau. P. 10.
7
Predictive HR Analytics Map of causalities – Managerial Leadership
Managerial
Leadership
Training Human
Capital
Relational
Capital
Structural
Capital
Human
Capital
Effectiven.
Retention
of Key
People
Business
Perfor-
mance
Knowledge
Generation
Employee
Engage-
ment
Employee
Satisfaction
Employee
Motivation
Value
Alignment
Strategy
Execution*
Knowledge
Integration
Knowledge
Sharing
Human
Capital
Depletion
Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010
* for further remarks: Mark A. Huselid, Brian E. Becker, Richard W. Beatty: The Workforce Scorecard, 2005
8
Predictive HR Analytics Map of causalities – Human Capital Effectiveness (RoHC)
Managerial
Leadership
Training Human
Capital
Relational
Capital
Structural
Capital
Human
Capital
Effectiven.
Retention
of Key
People
Business
Perfor-
mance
Knowledge
Generation
Employee
Engage-
ment
Employee
Satisfaction
Employee
Motivation
Value
Alignment
Strategy
Execution*
Knowledge
Integration
Knowledge
Sharing
Human
Capital
Depletion
0,442
Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010
* for further remarks: Mark A. Huselid, Brian E. Becker, Richard W. Beatty: The Workforce Scorecard, 2005
Intellectual Capital
9
Predictive HR Analytics Map of causalities – Employee Attitudes and Engagement (1/2)
Managerial
Leadership
Training Human
Capital
Relational
Capital
Structural
Capital
Human
Capital
Effectiven.
Retention
of Key
People
Business
Perfor-
mance
Knowledge
Generation
Employee
Engage-
ment
Employee
Satis-
faction
Employee
Commit-
ment
Value
Alignment
Strategy
Execution*
Knowledge
Integration
Knowledge
Sharing
Human
Capital
Depletion
Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010
Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne Cascio and John Boudreau. P. 143 ff.
Employee Attitudes
Cognition
emotion
Action tendency
ele
ments
Effective Workplace Dimensions That
Significantly Predicted Work Outcomes
Source: Investing in People. Financial Impact of Human
Resource Initiatives. Wayne Cascio and John Boudreau. P. 146
Greater
Engagement
Greater Job
Satisfaction
Greater Proba-
bility of Retention
1. Job
challenge
and learning
2. Climate of
respect
3. Autonomy
4. Work-life fit
5. Economic
security
6. Supervisor
task support
1. Economic
security
2. Work-life fit
3. Climate of
respect
4. Autonomy
5. Supervisor
task support
6. Job
challenge
and learning
1. Economic
security
2. Work-life fit
3. Job
challenge
and learning
4. Supervisor
task support
5. Autonomy
6. Climate of
respect behaviour
10
Predictive HR Analytics Map of causalities – Employee Attitudes and Engagement (2/2)
Managerial
Leadership
Training Human
Capital
Relational
Capital
Structural
Capital
Human
Capital
Effectiven.
Retention
of Key
People
Business
Perfor-
mance
Knowledge
Generation
Employee
Engage-
ment
Employee
Satis-
faction
Employee
Commit-
ment
Value
Alignment
Strategy
Execution*
Knowledge
Integration
Knowledge
Sharing
Human
Capital
Depletion
Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010
Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne Cascio and John Boudreau. P. 143 ff.
Employee Attitudes
Cognition
emotion
Action tendency
ele
ments
Logical relationships among employee
attitudes, behaviors, and financial outcomes
Source: Investing in People. Financial Impact of Human
Resource Initiatives. Wayne Cascio and John Boudreau. P. 147
Employee
behaviours
Satisfaction, Commitment,
and Engagement
Applicant Quality,
Employee Turnover,
Absence, Service
Costs, Employee
Productivity, Customer
Satisfaction
Organizational and
Business Unit Performance
11
Case Study : Employee Engagement - Business Performance The Discovery Process
Source: Human Capital Analytics. How to Harness the Potential of Your Organization´s Greatest Asset.
Gene Pease, Boyce Byerly, Jac Fitz-enz. P. 17: Lowe´s First Store Model Blueprint
Mgr.´s
Engage-
ment
Mgr.´s
360
Degree
Assess Ctr.
Rating of
Mgr.
Avg.
Employee
Engage-
ment
Store
Perfor-
mance
Customer
Focus
Shrinkage
Rate
Local
Economic
Conditions Compe-
tition
Weather Age of
Store
H5 H4 H6
H3 H2
(-)
H1
12
Predictive HR Analytics Map of causalities – Knowledge Management
Managerial
Leadership
Training Human
Capital
Relational
Capital
Structural
Capital
Human
Capital
Effectiven.
Retention
of Key
People
Business
Perfor-
mance
Knowledge
Generation
Employee
Engage-
ment
Employee
Satisfaction
Employee
Motivation
Value
Alignment
Strategy
Execution*
Knowledge
Integration
Knowledge
Sharing
Human
Capital
Depletion
Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010
* for further remarks: Mark A. Huselid, Brian E. Becker, Richard W. Beatty: The Workforce Scorecard, 2005
Knowledge
Management
13
Predictive HR Analytics Map of causalities – Employee Absenteeism
Managerial
Leadership
Training Human
Capital
Structural
Capital
Retention
of Key
People
Employee
Engage-
ment
Employee
Satisfaction
Employee
Motivation
Value
Alignment
Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010
Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne Cascio and John Boudreau. P. 51 ff.
Employee
Absen-
teeism
Illness
Time off to deal with
home and family
responsibilities
Medical
appointments
Strategy
Execution*
cate
gories
morale
behaviour
Employee
Presen-
teeism
The logic of employee absenteeism:
how absenteeism creates costs
Source: Investing in People. Financial Impact of Human
Resource Initiatives. Wayne Cascio and John Boudreau. P. 57
Business
Perfor-
mance
Does the job allow the employee
to set the times he/she works?
Yes No
Absenteeism
not relevant
Is job pivotal in importance?
(Do others have to cover? Must process be
stopped? Delays in important avtivities?)
Yes No
Incur actual and
opportunity costs
Incur costs that
are not significant
Cost of payments for non-work time of absentees
Cost of managing absenteeism problems
Cost of time of replacement workers
Cost of reduced work quantity or quality
Are costs acceptable?
Yes No
Absence-reduction programs
not likely to be cost-effective
What absence-reduction program
will address the significant causes?
What is its cost?
(-)
(-)
14
Predictive HR Analytics Map of causalities – Employee Separations
Managerial
Leadership
Training Human
Capital
Relational
Capital
Structural
Capital
Human
Capital
Effectiven.
Retention
of Key
People
Business
Perfor-
mance
Knowledge
Generation
Employee
Engage-
ment
Employee
Satisfaction
Employee
Motivation
Value
Alignment
Strategy
Execution*
Knowledge
Integration
Knowledge
Sharing
Human
Capital
Depletion
Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010
Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne Cascio and John Boudreau. P. 79 ff.
= Workforce Value
The logic of employee turnover
Source: Investing in People. Financial Impact of Human
Resource Initiatives. Wayne Cascio and John Boudreau. P. 81
Pay for
Perfor-
mance
(+)
(-)
One-on-
one-
coaching
voluntary vs. involuntary turnover
functional vs. dysfunctional
turnover
(+)
(-)
15
Predictive HR Analytics Map of causalities – Health, Wellness, and Welfare
Managerial
Leadership
Training Human
Capital
Relational
Capital
Structural
Capital
Human
Capital
Effectiven.
Retention
of Key
People
Business
Perfor-
mance
Knowledge
Generation
Employee
Engage-
ment
Employee
Satisfaction
Employee
Motivation
Value
Alignment
Strategy
Execution*
Knowledge
Integration
Knowledge
Sharing
Human
Capital
Depletion
Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010
Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne Cascio and John Boudreau. P. 115 ff.
Retention
of Key
People
The logic of employee health and wellness
Source: Investing in People. Financial Impact of Human
Resource Initiatives. Wayne Cascio and John Boudreau. P. 120
Employee
Health and
Wellness
Employee
Absen-
teeism
(-) (+) (-)
16
Predictive HR Analytics Map of causalities – Work-Life Programs
Managerial
Leadership
Training Human
Capital
Relational
Capital
Structural
Capital
Human
Capital
Effectiven.
Retention
of Key
People
Business
Perfor-
mance
Knowledge
Generation
Employee
Satisfaction
Employee
Motivation
Value
Alignment
Strategy
Execution*
Knowledge
Integration
Knowledge
Sharing
Human
Capital
Depletion
Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010
Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne Cascio and John Boudreau. P. 169 ff.
Retention
of Key
People
The logic of work-life fit
Source: Investing in People. Financial Impact of Human
Resource Initiatives. Wayne Cascio and John Boudreau. P. 173
(-) (+) (-)
Work-Life
Programs
Employee
Engage-
ment
Employee
Absen-
teeism
17
Predictive HR Analytics Map of causalities – HR Development Programs
Managerial
Leadership
Employee
Training
Human
Capital
Relational
Capital
Structural
Capital
Human
Capital
Effectiven.
Retention
of Key
People
Business
Perfor-
mance
Knowledge
Generation
Employee
Engage-
ment
Employee
Satisfaction
Employee
Motivation
Value
Alignment
Strategy
Execution*
Knowledge
Integration
Knowledge
Sharing
Human
Capital
Depletion
Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010
Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne Cascio and John Boudreau. P. 283 ff.
The logic of talent-development effects
Source: Investing in People. Financial Impact of Human
Resource Initiatives. Wayne Cascio and John Boudreau. P. 287
(-) (-)
Employee
Absen-
teeism
(+)
18
Predictive HR Analytics Map of causalities – Business Performance (1/2)
Managerial
Leadership
Training Human
Capital
Structural
Capital
Human
Capital
Effectiven.
Retention
of Key
People
Business
Perfor-
mance
Employee
Engage-
ment
Employee
Satisfaction
Employee
Motivation
Value
Alignment
Knowledge
Sharing
Human
Capital
Depletion
Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010
* for further remarks: Mark A. Huselid, Brian E. Becker, Richard W. Beatty: The Workforce Scorecard, 2005
Employee Sentiment
Employee
Absen-
teeism Strategy
Execution*
Knowledge
Integration
Employee
Health and
Wellness
Work-Life
Programs
Relational
Capital
Knowledge
Generation
19
Predictive HR Analytics Map of causalities - Business Performance (2/2)
Managerial
Leadership
Training Human
Capital
Relational
Capital
Structural
Capital
Human
Capital
Effectiven.
Retention
of Key
People
Business
Perfor-
mance
Knowledge
Generation
Employee
Engage-
ment
Employee
Satisfaction
Employee
Motivation
Value
Alignment
Strategy
Execution*
Knowledge
Integration
Knowledge
Sharing
Human
Capital
Depletion
Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010
* for further remarks: Mark A. Huselid, Brian E. Becker, Richard W. Beatty: The Workforce Scorecard, 2005
20
Predictive HR Analytics Map of causalities – Staffing Utility
Logic of staffing processes and talent flows
Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010
Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne Cascio and John Boudreau. P. 195 ff.
Strategy &
Planning
Corporate
Branding
Employer
Branding
Recruitm.
Marketing
Active
Sourcing
Selection
& Offering
Binding &
Closing
On-
boarding Screening
Potential
Labor Pool Labor Pool
General
Applicant
Pool
Dedicated
Applicant
Pool
Talent Flows
Staffing Processes
Final
Applicant
Pool
Applicants
on-hold
Candidates
for further
Evaluation
Offer
Candidates New Hires
Productive
Employees
Affinity for the
company and
the product
Corporate and
product brand,
corporate
culture
Perception of
the company as
an employer
Employer Brand
Consolidation of
the employer
Image
Cross-media
recruitment
marketing
Talent Pool
Management
Application
Recruiting
Experience of
the prospective
employer
Acquisition of
student knowledge
Acquisition of
corporate knowledge
create attract choose
21
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22
Your Personal Point of Contact
Chairman and CEO at
STRIMgroup AG, Zurich / CH
Senior Fellow at The
Conference Board in New York
Lecturer in the Master's
program in Human Capital
Management at Lake
Constance Business School /
Germany
845 Third Avenue
New York, NY 10022-6600
Telefon: +49 (0)172 7590 688
Gütschstrasse 22
CH-8122 Binz (Zürich)
Telefon: +41 (0)43 366 05 58