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When choosing a Workforce Analytics technology, companies usually run through a comprehensive list of considerations to inform their selection, from features, usability, structure, and scope, to scalability of the audience, content and interfaces. The implementation of such a platform can take months, and usually comes with a hefty price tag above and beyond the cost of the technology itself.Firms seek to manage these implementation projects with great diligence, ensuring the technology delivers as expected. However, there are many mutually dependent factors that can make or break its ROI and long-term success, and these factors often go underrepresentedbefore and during the project.In this webinar, Andrew will share insights on managing the non-technology considerations with technology implementations that can increase the chances of success and long-term value.See a complete list of our webinars: http://www.hcminst.com/thought-leadership/human-capital-management-webinars/
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Human Capital Analytics Technology:
What to Consider Before Making a Decision
Guest Speaker: Andrew Jacobus
Human Capital Management Institute
About Human Capital Management Institute
HCMI Background:
Specialized in HR analysis & measurement
Deep expertise in Workforce Analytics & Planning
Board made up of CFOs and HR heads
What We Do:
Measure the immeasurable in human capital
Transform workforce data into business intelligence
Provide technology, consulting and training so HR can partner with Finance
SOLVE Workforce Intelligence Software w Strategic Consulting w Training
Best Practices w Workforce Analytics and Planning w Benchmarking
The Human Capital Management Institute (HCMI) was founded on the belief that organizations can and must, find better ways of measuring their investments in human capital. Our vision of the future is one in which human capital measurement and information is as integral to business decision making as financial information is today.
We are a Full Service Workforce Analytics and Planning Company
© Human Capital Management Institute 2
HCMI Products and Services
Human Capital Financial Statements• Human Capital Impact Statement• Human Capital Asset Statement• Human Capital Flow Statement
Workforce Quantifier™ ROI Calculator• ROI of Workforce Decisions• Cost of Turnover, Workforce Cost , Cost per Hire• Business Case for HR Interventions
Data Integration Blueprint• Modular Talent Management Components • Detailed Data Dictionary + Metric Formulas• Key Analysis Segments and Dimensions
HR Roadmap Design• Step by Step Actionable Deliverables and Insights• Map for, Systems, Data, Tools, Skills, Metrics + more
Workforce Planning• Link Workforce and Financial Metrics• Advanced Retirement Calculator• Forecast Skills, Costs, Talent and Productivity
Correlation Coefficient ( 0-1)
Factors Leading to Increased Turnover
Job Title or Position
Dissatisfaction With Compensation
High vs. Low Turnover Manager
Commute Distance
Driver #3
Driver #2
Driver #1
.50
.33
.27
.02
Low
Turnover Impact
High
Turnover
Impact
Some
Turnover
Impact
.11
Work Location
Number of Jobs in Last 3 Years .70
Hired Through Employee Referral .19
Job Framework Mapping• Integrated Taxonomy 15,000+ jobs• Map Critical Job Roles
Workforce Capability Assessment • Data and Systems Capability + Risk Analysis• Human Capital Measurement Standards
Span of Control Optimizer™ Tool• Benchmark and Optimize Spans • Optimize Management Layers
Career Path Quantifier• ROI of Career Path• Build, Buy or Lease Talent Analysis
Analytic Engagement Projects• High Performer Profiles• Engagement ROI and Sales Impact• Turnover and Retention Driver Analysis
Human Capital Metrics Handbook• Over 600 Metrics and Detailed Definitions• More than 100 KPI and Best in Class Metrics• Unique Metrics that Monetize Human Capital
Training and Advisory Support• Expert Guided Standard and Customized• Ongoing Advisory Support Services• Beginning and Advanced Training
SOLVE Workforce Intelligence Software• Integrated Dashboard, Advanced Tools, Metrics,
Data Blueprint and Predictive Modeling• Automated Completion of HCFS
Productivity & Benchmark Reports• Productivity Metrics • External Benchmark Comparisons• Answers to Key Productivity Questions
© Human Capital Management Institute 3
Initial Reports & Analysis
Data Gathering
First Good Metrics
HR Data Warehouse
Drill-down, standard reportsScenario Analysis
External Benchmarking
Context for decisions
Data
Driven Decision
Making!
Turnover, Headcount, Hiring
HRIS system data
COE Formation
Data Errors
HR Analytics Mandate
HR Standards EstablishedLost HR
Credibility
HR data/systems Assessed
HR Data Cleansed historical data scrubbed
Bus. Units
Reject
Analysis
Data Errors
Historical data
still bad
1st Analytics Study
Advanced Analytic Studies
HR Analysis Validated
Integrated HR Databases
COE Launches Training Courses
Bus. Units Demand
more
Analytics journey steps
Setbacks along the way
Journey path and goal
Introductions
Guest Speaker:
Andrew Jacobus
Consultant and CoE Leader, Strategic Workforce Planning & Analytics
www.linkedin.com/in/andrewjacobus
Moderator:
Moun Peterson
Director of Workforce Analytics & Research
4© Human Capital Management Institute
Agenda
© Human Capital Management Institute 5
1. Scope of Discussion for Today
2. Objectives to consider
3. Laying the plans…and relaying them, and managing them…
4. Pitfalls
5. Q&A
Key Interdependent Considerations
© Human Capital Management Institute 6
Reporting & Data
Leadership Support
Risk, Change Management
Skills, Resources
Leadership Support Objectives
© Human Capital Management Institute 7
1. Leaders “Get It.” Especially in HR.
2. Respected business leaders, thought leaders, and champions showing cases and successes- and challenging others to do the same
3. Willingness to build and share resources, potentially across functional and department lines
Talent Analytics’ ability to mature will flow from the top down.
Skills & Resources Objectives
© Human Capital Management Institute 8
• Integrating new sources of data (including external!)
• Clearly delineated roles between Reporting/Metrics and Analytics/Forecasting
• Develop statistical modeling & consulting skills in Analytics team
• Provide reporting, new dashboard tools and training for all user groups
• Partnerships with IS, Finance, non-HR analytics and forecasting groups to integrate business results (data)
• Advanced predictive analysis and scenario modeling
It is critical to know how the organization expects to evolve analytical capabilities and responsibilities.
“Fast Forward” Data & Delivery
Spreadsheet reporting
Re-active analysis Ad-hoc data requests Data accuracy issues
HR dashboard Simple metrics More ?’s than
answers Accuracy issues
persist
Some standard reports
Scorecard + benchmarks
Analysis showing insights
Solid Data Quality
Predictive Models Business & HR issues linked Quantify ROI of HR actions Root cause analysis High quality, integrated
data
Bu
sin
ess
Im
pa
ct
Time / Sophistication
Awareness ExcellenceEffectivenessCompetenceAction
Std + automated reports
Analysis insights used by Mgmt
Key Metrics “KPIs” identified
Integrated data sources
2 3 4 51
Analytics Capability
Reporting Capability
HR Systems & Data
Workforce Planning
Start goal
© Human Capital Management Institute9
1.Expand beyond current data, e.g., TCOW, Skills, Sales performance, etc.
2.Data Improvements; Standardized processes, formulas, and formats, and documentation of these
3.Data Governance: Global data; better integrated; matching current/future business logic and design; managed by a community of stakeholders
<<<Automated reports and libraries, Self-service, etc.
Technology Objectives
© Human Capital Management Institute 10
What is on your Human Capital / Talent technology landscape?
Corporate Data/BI/Systems & Strategy
HR Core & Talent Systems
Recruiting* & Selection
Performance,Goals
Succession &Career
PathSurveys*
CollaborationSocial,
Profile*
Talent Analytics, Insight Delivery
Dashboards, Automated
Reports/ libraries
Advanced Viz,
Modeling, Statistical
Tools
Talent management tools creating broader people data set
Analytics tools to help identify risks, drivers, predictability, forecast.
Broader self-service reporting and basic analytics for more of HR. Workforce data for non-HR.
Clear understanding of how these fit in broader data/BI/ systems strategy
HR / Talent Systems & Strategy
* Includes external data
Risk & Change Management Objectives
© Human Capital Management Institute 11
Risks, Needs Corresponding Actions
Low or no user adoption
Define technology project risks and key factors for success: Process, skills/capabilities, resource allocation. Job role changes. Establish rewards, both formal and informal.
Internal roadblocks, competing projects
SWOT Analysis; review plans feasibility with stakeholders, analyze budget allocations for projects. Quantify risks of delays to prioritize actions. Share, adjust timelines, adapt.
“So What?” Planning projects to reduce identified current and futuretalent risks, defining and aligning plans with strategic & operating shifts. WIIFM, and make the case in their language.
What other risks could come?
Brainstorm along the way to factor in problems that could derail your progress. Leverage business risk forecasts and frameworks to guide the process, and include the business risks in your talent and analytics project risk planning, as well as your analytics subject agenda. Identify actions and assign accountability to execute on the risk mitigation plans.
Mind the Business Forecast
© Human Capital Management Institute 12
Is the business expected to grow, stay flat, and/or redeploy
its resources?
How will the operating model evolve?
Insights delivery as a component?
How will the business support model align? How will HR fit here?
How will HR’s & WF Planning/ Analytics users’ roles evolve?
Business & HR Futures
Hit the Milestones
13
1. SWOT Analysis; plan for roadblocks, competing interests, etc.
2. User Training, Adoption, Input and Output Quality and Process Reviews
3. Projects reducing talent risk, aligning with strategic & operating shifts
4. Reviews at least every 6 months >> updated action plans and goals tied to performance and rewards
© Human Capital Management Institute
Human CapitalManagement Institute
14
HCMI’s Roadmap to Analytics Maturity
Spreadsheet reporting
Re-active analysis
Ad-hoc data requests Data accuracy issues
HR dashboard Simple metrics
More ?’s than
answers Accuracy issues
persist
Some standard reports
Scorecard +
benchmarks Analysis showing
insights
Solid Data Quality
Predictive Models Business & HR issues
linked
Quantify ROI of HR actions Root cause analysis
High quality, integrated
data
Bu
sin
es
s Im
pa
ct
Time / Sophistication
Awareness ExcellenceEffectivenessCompetenceAction
M anagement Reporting
(m etric s for
m oni toring res ul ts )
Root Cause Analysis(re la ting
s ev era l pieces of in fo
together)
Statistical Analysis
(c orrelation &
c aus ation)
Hypothesis Creation
(in form ed
s peculation on root c ause)
Predictive Analytics(m odel ing,
ROI)
BusinessInsight
(h igh l ighting
of Find ings )
M anagement Reporting
(m etric s for
m oni toring res ul ts )
Root Cause Analysis(re la ting
s ev era l pieces of in fo
together)
Statistical Analysis
(c orrelation &
c aus ation)
Hypothesis Creation
(in form ed
s peculation on root c ause)
Predictive Analytics(m odel ing,
ROI)
BusinessInsight
(h igh l ighting
of Find ings )
Std + automated reports
Analysis insights
used by Mgmt Key Metrics “KPIs”
identified
Integrated data sources
2 3 4 51
Statistical Analysis
(c orrelation &
c aus ation)
Predictive Analytics(m odel ing,
ROI)
M anagement Reporting
(m etric s for
m oni toring res ul ts )
Root Cause Analysis(re la ting
s ev era l pieces of in fo
together)
Hypothesis Creation
(in form ed
s peculation on root c ause)
BusinessInsight
(h igh l ighting
of Find ings )
M anagement Reporting
(m etric s for
m oni toring res ul ts )
Predictive Analytics(m odel ing,
ROI)
Analytics Capability
Reporting Capability
HR Systems & Data
Workforce Planning
M anagement Reporting
(m etric s for
m oni toring res ul ts )
Root Cause Analysis(re la ting
s ev era l pieces of in fo
together)
Hypothesis Creation
(in form ed
s peculation on root c ause)
BusinessInsight
(h igh l ighting
of Find ings )
M anagement Reporting
(m etric s for
m oni toring res ul ts )
Predictive Analytics(m odel ing,
ROI)
M anagement Reporting
(m etric s for
m oni toring res ul ts )
Root Cause Analysis(re la ting
s ev era l pieces of in fo
together)
(in form ed s peculation on root c ause)
Hypothesis Creation
BusinessInsight
(h igh l ighting
of Find ings )
M anagement Reporting
(m etric s for
m oni toring res ul ts )
Predictive Analytics(m odel ing,
ROI)
M anagement Reporting
(m etric s for
m oni toring res ul ts )
Root Cause Analysis(re la ting
s ev era l pieces of in fo
together)
Hypothesis Creation
(in form ed
s peculation on root c ause)
BusinessInsight
(h igh l ighting
of Find ings )
M anagement Reporting
(m etric s for
m oni toring res ul ts )
Predictive Analytics(m odel ing,
ROI)
M anagement Reporting
(m etric s for
m oni toring res ul ts )
Root Cause Analysis(re la ting
s ev era l pieces of in fo
together)
Hypothesis Creation
(in form ed
s peculation on root c ause)
BusinessInsight
(h igh l ighting
of Find ings )
M anagement Reporting
(m etric s for
m oni toring res ul ts )
Predictive Analytics(m odel ing,
ROI)
M anagement Reporting
(m etric s for
m oni toring res ul ts )
Root Cause Analysis(re la ting
s ev era l pieces of in fo
together)Business
Insight (h igh l ighting
of Find ings )
M anagement Reporting
(m etric s for
m oni toring res ul ts )
Predictive Analytics(m odel ing,
ROI)
Statistical Analysis
(c orrelation &
c aus ation)
Hypothesis Creation
(in form ed
s peculation on root c ause)
Predictive Analytics(m odel ing,
ROI)
Start goal
Human Capital Management Institute
Watch out…
1. Aggressive timelines
2. Expecting stable priorities and resources; decision rights are key
3. Familiarity to ease the transition
4. Focusing too much on technology
15© Human Capital Management Institute
5. Focusing too little on technology
6. Communicate, communicate, communicate
7. Train, train, train, and then retrain; and help, and reward
8. Not enough evolution planned and committed
Contact Information and Upcoming Events
16
Andrew Jacobus – [email protected] Peterson – [email protected]
Upcoming webinar:Wednesday, May 6th 11am – 12noon (PT)Optimizing Workforce Analytics with Workforce SegmentationLink to Register: goo.gl/1eHVku
www.hcminst.com
Workforce Intelligence Consortium Grouphttp://bit.ly/hcmidisc
