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Back to School
Human Capital Analytics
- Stop guessing, start knowing
FORELÆSNING
Peter V.W. Hartmann
Head of People Performance
and Analytics, Getinge Group Dana Minbaeva,
Professor in Strategic
and Global HRM, CBS
Esther Bongenaar
VP HR Data & Analytics
Royal Dutch Shell Henrik Gjesing Antvor
Senior Specialist Analytics
Vestas Wind Systems
Jacob Jeppesen,
Strategic Workforce Planning,
Novo Nordisk A/S
Competencies for the future
3
Competencies for the future
4
Available for download at www.saxo.com
The majority of Danish companies have experienced an acute skills gap.
The skills gap will remain and may grow, especially in professional, scientific, and technical activities industries.
Regardless of the workforce segment, the more specialized the position, the harder it is to find the right employee.
Competencies for the future
5
Available for download at www.cbs.dk/hc-analytics
Cluster of skills: ◦ I know how to utilize Big Data (e.g. sales data, Social Media
data etc.) to learn about the customers
◦ I can use analytics to gain insights into employee performance.
◦ I have relevant digital knowledge that I apply
◦ I have skills to integrate customer insights into the decision-making
◦ I keep up to date by monitoring organizational developments
◦ I can use business intelligence to inform my decision-making.
"I am comfortable in navigating unclear and ambiguous situations“ – 36% strongly agree and agree
Competencies for the future Are we prepared for the future?
Talent: buy, build or borrow?
How do we close skills gap?
What do we do to upskill and reskill?
6
Company name appears here 7
HR Analytics competencies for the future
Esther Bongenaar
VP HR Data & Analytics @ Shell
June 2017 Shell HR Analytics Copyright of Shell International
Copyright of Shell International
Definitions & Cautionary Note
June 2017 8 Shell HR Analytics
Reserves: Our use of the term “reserves” in this presentation means SEC proved oil and gas reserves.
Resources: Our use of the term “resources” in this presentation includes quantities of oil and gas not yet classified as SEC proved oil and gas reserves. Resources are consistent with the Society of Petroleum Engineers (SPE) 2P + 2C definitions.
Discovered and prospective resources: Our use of the term “discovered and prospective resources” are consistent with SPE 2P + 2C + 2U definitions.
Organic: Our use of the term Organic includes SEC proved oil and gas reserves excluding changes resulting from acquisitions, divestments and year-average pricing impact.
Shales: Our use of the term ‘shales’ refers to tight, shale and coal bed methane oil and gas acreage.
Underlying operating cost is defined as operating cost less identified items. A reconciliation can be found in the quarterly results announcement.
The companies in which Royal Dutch Shell plc directly and indirectly owns investments are separate legal entities. In this presentation “Shell”, “Shell group” and “Royal Dutch Shell” are sometimes used for convenience where references are made
to Royal Dutch Shell plc and its subsidiaries in general. Likewise, the words “we”, “us” and “our” are also used to refer to subsidiaries in general or to those who work for them. These expressions are also used where no useful purpose is served by
identifying the particular company or companies. ‘‘Subsidiaries’’, “Shell subsidiaries” and “Shell companies” as used in this presentation refer to companies over which Royal Dutch Shell plc either directly or indirectly has control. Entities and
unincorporated arrangements over which Shell has joint control are generally referred to “joint ventures” and “joint operations” respectively. Entities over which Shell has significant influence but neither control nor joint control are referred to as
“associates”. The term “Shell interest” is used for convenience to indicate the direct and/or indirect ownership interest held by Shell in a venture, partnership or company, after exclusion of all third-party interest.
This presentation contains forward-looking statements concerning the financial condition, results of operations and businesses of Royal Dutch Shell. All statements other than statements of historical fact are, or may be deemed to be, forward-
looking statements. Forward-looking statements are statements of future expectations that are based on management’s current expectations and assumptions and involve known and unknown risks and uncertainties that could cause actual results,
performance or events to differ materially from those expressed or implied in these statements. Forward-looking statements include, among other things, statements concerning the potential exposure of Royal Dutch Shell to market risks and
statements expressing management’s expectations, beliefs, estimates, forecasts, projections and assumptions. These forward-looking statements are identified by their use of terms and phrases such as ‘‘anticipate’’, ‘‘believe’’, ‘‘could’’, ‘‘estimate’’,
‘‘expect’’, ‘‘goals’’, ‘‘intend’’, ‘‘may’’, ‘‘objectives’’, ‘‘outlook’’, ‘‘plan’’, ‘‘probably’’, ‘‘project’’, ‘‘risks’’, “schedule”, ‘‘seek’’, ‘‘should’’, ‘‘target’’, ‘‘will’’ and similar terms and phrases. There are a number of factors that could affect the future operations of
Royal Dutch Shell and could cause those results to differ materially from those expressed in the forward-looking statements included in this [report], including (without limitation): (a) price fluctuations in crude oil and natural gas; (b) changes in
demand for Shell’s products; (c) currency fluctuations; (d) drilling and production results; (e) reserves estimates; (f) loss of market share and industry competition; (g) environmental and physical risks; (h) risks associated with the identification of
suitable potential acquisition properties and targets, and successful negotiation and completion of such transactions; (i) the risk of doing business in developing countries and countries subject to international sanctions; (j) legislative, fiscal and
regulatory developments including regulatory measures addressing climate change; (k) economic and financial market conditions in various countries and regions; (l) political risks, including the risks of expropriation and renegotiation of the terms of
contracts with governmental entities, delays or advancements in the approval of projects and delays in the reimbursement for shared costs; and (m) changes in trading conditions. No assurance is provided that future dividend payments will match or
exceed previous dividend payments. All forward-looking statements contained in this presentation are expressly qualified in their entirety by the cautionary statements contained or referred to in this section. Readers should not place undue reliance
on forward-looking statements. Additional risk factors that may affect future results are contained in Royal Dutch Shell’s 20-F for the year ended December 31, 2016 (available at www.shell.com/investor and www.sec.gov ). These risk factors also
expressly qualify all forward looking statements contained in this presentation and should be considered by the reader. Each forward-looking statement speaks only as of the date of this presentation, [DATE]. Neither Royal Dutch Shell plc nor any of
its subsidiaries undertake any obligation to publicly update or revise any forward-looking statement as a result of new information, future events or other information. In light of these risks, results could differ materially from those stated, implied or
inferred from the forward-looking statements contained in this presentation. This presentation may contain references to Shell’s website. These references are for the readers’ convenience only. Shell is not incorporating by reference any information
posted on www.shell.com. We may have used certain terms, such as resources, in this presentation that United States Securities and Exchange Commission (SEC) strictly prohibits us from including in our filings with the SEC. U.S. Investors are
urged to consider closely the disclosure in our Form 20-F, File No 1-32575, available on the SEC website www.sec.gov.
Copyright of Shell International
Transition from Beliefs to Evidence
June 2017 9 Shell HR Analytics
Many HR practices are currently based
on experience, intuition and beliefs.
Analytics supports a transition
towards evidence based HR.
Evidence does not replace but
supplements intuition,
experience, and beliefs.
Evidence strengthens but puts
boundaries on the narrative.
Copyright of Shell International
Evidence Beliefs
Experience
Intuition
Copyright of Shell International
Secondary Data
Surveys
Assessments
HR Data
& Analytics
June 2017 10 Shell HR Analytics
HR Policies, Practices & Procedures
Primary Data
Demographics
Systems
Management Information & Reporting
Analytics
Copyright of Shell International
Digital enabled Recruitment process
Overall concept: 100,000 applicants per year for Shell’s Graduate Programme. Our digital enabled recruitment process
provides increased predictability of candidate success in future jobs, reduced cycle times and improved candidate
experience
11
APPLY • Mobile enabled application form
• Candidate data pulled from
• Candidate receives request to
take online assessment
ASSESS • Cognitive assessment: verbal,
numerical, abstract reasoning
Personality assessment: five
factor model
• Pre-recorded candidate video
INTERVIEW
• Recruiter selects best
candidates based on
Assessment scores and
video
• Live video assessment with
two assessors consisting of
Case study and Behavioral
interview
OFFER AND INSPIRE
• Candidate gets to know Shell
more intimately by visiting the
office and meet future team
• Offer presentation
June 2017 Shell HR Analytics
Copyright of Shell International
Enabling people and organisational performance
Skilled People
High Motivation
Opportunity to
contribute
27% Financial outcomes &
22% Operational outcomes
12
How does human resource management influence organizational outcomes?
A meta-analytic investigation of mediating mechanisms
Academy of Management Journal, 2012, Vol. 55, No. 6, 1264–1294
June 2017 Shell HR Analytics
Strategic Workforce
Planning (SWP)
in Novo Nordisk Jacob Jeppesen
1. June 2017
Presentation title Date 15
22 September 2014
Median Time-to-fill for critical talent increased by 32 days
Critical positions unfilled for avg. 6 months
Gut feeling: Not enough talent supply for the future – internal and external?
A missing link
Presentation title Date 17
Resource Allocation
Strategic Workforce Planning
Performance Development
Career & Succession Planning
Functional level
Individual level
Strategic Operational
Analytics integrated with SWP
Model Analyse
Simulate Scan
Identify critical segment supply and demand
Make scenarios for different talent strategies
Follow up with hypothesis testing
What is external talent availability?
Workforce Gap analysis – 5 year plan Gap closing?
19
Gross Personnel
Demand
Current
Workforce
Portfolio
Exits Workforce
portfolio after
losses
Net personnel
Demand
Model
Simulate
Presentation title Date 20
Supply (baseline) Demand Supply (incl. Scenario)
Strategy timing Bind Buy Build
Short term strategy Decrease by 2% now
Hire 12 in 2017
Create ‘talent pool’ of 30 employees with potential
Long term strategy Decrease 1% annually
CAGR = 12% Increase with size 10% annually
Promote 20% into role
Analyse 32,000+ publications crawled
Presentation title Date 21
0
500
1000
1500
2000
2011 2012 2013 2014 2015
Accessible Talent Pool - Diabetes
Unique authors and publication impact identified
Scan – external environment
Presentation title Date 22
45
240
3,600
Level 1 : Total Process Engineering talent across industries
Level 2 : Process Engineers within Pharmaceutical, medical devices or biotechnology industry
Level 3 : Talent with API skills within the Level 2 talent group
Creation of Critical Talent
Search Team and added talent
search specialist in line of business
Better data to track progress and
insights
FTE projection for critical segments added with only a
1% error
Business Outcome
Segment time to fill decreased and quality of hire
increase
Resources available for you “How I Did It” stories
Executive summaries
HCA Publications
IMPACT Project – hands on knowledge about how to design your pay system
HCA Method Seminars
HCA Network – One Year Competence Development Network for HR analysts
25
Tak for i dag! Contact Us Human Capital Analytics Group Copenhagen Business School Kilevej 14, Office 2.74, 2000 Frederiksberg Founder and director: Dana Minbaeva, [email protected] www.cbs.dk/hc-analytics LinkedIn Human Capital Analytics Group