Analytics Everywhere: Integrated Measurement of

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

• About Peoplefluent

• Data, Metrics and Analytics

• Integrated Analytics Approach

• Solutions Overview

• Questions

© 2012 Peoplefluent

Analytics Everywhere: Integrated Measurement of Learning, Talent Management, and Diversity │2 © 2013 Peoplefluent

Who We Are



Analytics Everywhere: Integrated Measurement of Learning, Talent Management, and Diversity │3

Why Peoplefluent?

Strong History & Proven Track Record

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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




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

Enterprise

Collaboration

Total

Compensation

Social

Contingent

Management

Analytics

Learning &

Development

Goals,

Performance &

Succession




Data vs. Metric vs. Analytics




Data

Measure that is collected with no specific goal in mind




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



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



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



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



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




Common Process of Using HR Metrics

“Data”

“Information”

“Knowledge”

Analytics

Metrics

Data

Elements

Problem

Solving




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.



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



Metrics vs. Analytics


Source: Cathy Missildine-Martin,

Profitability Through Human Capital, 2011



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

• 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



Greatest HR Challenges Faced by Today’s Leaders




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



Talent Life Cycle




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)




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

• 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%

 New hire engagement score

 New hire voluntary attrition

 New hire performance rating

60/80%

Source: Human Capital Institute



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

Ongoing research program includes over 2,800 corporations

Comparison of High and Low HR Management Quality

Bottom 10%

HR Index

(42 Firms)

Top 10%

HR Index

(43 Firms)

Firm Performance

Employee Turnover

Sales per Employee

Market Value to Book Value

34.1%

$ 158,101

3.64

20.9%

$ 617,576

11.06

HR Practice

Percentage of Jobs Filled Internally 34.9% 61.5%


Becker

Huselid

Ulrich



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




Retention

 High performer retention

 Critical role retention

 Employee engagement score



Source: Corporate Leadership Council Research


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)







Source: KPMG’s 10 Steps to Strategic

Workforce 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



Source: Carol Morrison from i4cp

April 24, 2013


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


Solutions Review




Questions?




Don’t Miss WISDOM 2013!

September 22-25, 2013 | Orlando, FL

Thank You!

John Kranz

Product Manager p. 214-278-5148 e. johnk@aquire.com

Find Peoplefluent on…

Twitter: twitter.com/peoplefluent

LinkedIn: linkedin.com/company/peoplefluent

Facebook: facebook.com/peoplefluent

Blog: peoplefluent.com/resources/peoplefluentblog




Analytics Everywhere: Integrated Measurement of

Analytics Everywhere:

Integrating Measurement of Learning,

Talent Management, and Diversity

Agenda

Who We Are

Data vs. Metric vs. Analytics

Data

Data Integrity

Metric

Common Metric Selection Mistakes

Key Performance Indicator

Analytics

Common Process of Using HR Metrics

Example: Retention of Key Talent

Human Capital Analytics

Metrics vs. Analytics

Integrated Analytics in Action

HR Activities, Initiatives, Programs

Talent Life Cycle

Strategic Planning

Talent Acquisition

Onboarding

Learning & Development

The HR Scorecard

Coaching/Mentoring

Retention

The Importance of Planning

The Importance of Planning

The Importance of Planning

Solutions Review

Questions?

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