Transcript: HR Analytics INTRO INTRO HR ANALYTICS IS THE PROCESS OF COLLECTING & ANALYZING HUMAN RESOURCE DATA TO IMPROVE THE PERFORMANCE OF AN ORGANIZATION OUTCOMES 1 2 3 4 JOB PERFORMANCE IMPROVES RETENTION REVENUE & PROFITABILITY CUSTOMER EXPERIENCE ABOUT ABOUT HR Analytics provides data-backed insight of what is working well and what is not to plan more effectively for the future. Metrics ABOUT HR metrics are measurements that aid in tracking key areas in HR data. Key areas in HR metrics Organizational performance HR operations Process optimization Methods METHODS Cost to Hire Cost to Hire KEY RESULTS KEY RESULTS Cost to recruit & hire new employees Determine efficiency of recruitment process Monitor over time to track typical costs Revenue per Employee Revenue per Employee KEY RESULTS KEY RESULTS Indicator of quality of hired employees Dividing revenue by total number of employees indicates average revenue employees generate. Shows efficiency of the company as a whole Engagement Rating Engagement Rating KEY RESULTS KEY RESULTS One of the most important HR outcomes Measure employee productivity & satisfaction to gauge level of engaged employees Engaged employees perform better and are more likely to perceive stress as a challenge Turnover Turnover KEY RESULTS KEY RESULTS Combine with performance metric to track difference in attrition between high/low performers Attrition numbers can be key metric in measuring a manager's success Monitor over time and compare to companies acceptable rate or goal UTILIZATION UTILIZATION COLLECT DATA COLLECT DATA VITAL COMPONENT OF ANALYTICS COLLECT/TRACK HIGH QUALITY INFORMATION COMPARE DATA COMPARE DATA COMPARE & MEASURE DATA TO IDENTIFY PATTERNS KEY METRICS / ORGANIZATIONAL PERFORMANCE TURNOVER ABSENTEEISM RECRUITMENT OUTCOMES ANALYZE DATA ANALYZE DATA RESULTS IDENTIFY TRENDS & PATTERNS THAT HAVE AN IMPACT ON ORGANIZATIONS ANALYTICAL METHODS DESCRIPTIVE PREDICTIVE PRESCRIPTIVE APPLICATION APPLICATION FINDINGS USED FOR ORGANIZATIONAL DECISION MAKING PROCESS CAN BE USED CONTINUALLY TO IMPROVE PERFORMANCE
Transcript: 10/04/2018 Manon Peleau Sonam Srivastava Parveen Kumar Elena Moyano HR analytics Report Interview Interview Anne-Fleur Barret Performance management Understand the environment Biased Ask critical questions Staffing Hiring Interviews done by the recruters and the managers Quality Index Interviews done by the recruters and the managers Hiring Internal mobility Internal mobility Internal mobility : 65% Main reasons : Carrer development opportunities Network / Understanding of the company Cost efficient Talent Management Process Attrition Attrition Collaboration 360 Degree Survey 360 Degree Survey Implications for Managers Implications for Managers Performance Assessment Roles and Responsibilities Pay and Promotion Training and Mentoring Job Rotation and Career Development Retention Level of analysis Reliability Validity Comparability Comprehensive Cost Effective Causality Measuring Outcome Measuring Outcome Talent Management Context Interdependence Self fulfilling prophecies Mathew effect Reverse Causality Algorithms and test for HR Future
Transcript: We alter the scorecard as hotels reach their year end: Change sickness to Average Days per Employee Remove commitment to RBH Allow GMs greater input into their targets Employee Survey I changed my mind numerous times while the survey was live! The Future: To develop a way of emulating the continual feedback processes of Revinate so we have an ever changing score. We can use this to demonstrate the effectiveness of HR Initiatives eg CS week DEEP DIVE Analytics We have a strategic approach to entering industry and professional awards, which gains us credibility and showcases our ability People Scorecard Promoting our skills To provide manco with a tool to look more closely at hotel performance, we provide a suite of reports which provide greater detail than the scorecard - leaver reasons, absence reasons, time to fill... Eventually this all links to Cognos and we can compare systems so we can demonstrate the impact of labout turnover on heartbeat scores for example There's no point... if no-one understands it! We need to demonstrate that we have the best professionals around! We want people saying "Wow, look at who is working for RBH" I wont be the only person who knows where the data came from, or who can run the reports! Training Transparency Toolkits External Recognition The whole HR team commit to networking and supporting our industry and profession through participation in industry events and initiatives such as Inspiring The Future HR Analytics: data which tells a story Best in Class HR
Transcript: HR Analytics TRAINING INTRO INTRO HR ANALYTICS IS USED TO IMPORVE THE PERFORMANCE OF AN ORGANIZATION BENEFITS 1 2 3 4 IMPOVES HIRING IMPROVES RETENTION ESTABLISH WORK CULTURE IMPROVES MANAGMENT ABOUT ABOUT HR analytics enables HR managers to improve their operations and decision making with data. HR analytics enables HR personnel to run advanced analytics Outcome ABOUT According to Marr (2016), capability analytics is a talent management process that enables organizations to identify the core competencies, skills, and abilities necessary to enable an organization to succeed. I believe Using HR Analytics will allow our organization to transition to the next level. Implement Implemening Analytics John Director Sarah Supervisor Dave Kate Sr. Analyst Bob HR Specialist Sr. Analyst Steve Sr. Analyst Jade HR Specialist Capabilities PROGRAMS Gap Analysis PROGRAM 1 Capabilities Gap Analysis KEY RESULTS Determine Needs determine steps needed to take to move from a current state and achieve their preferred state Growth PROGRAM 2 Capability Analytics KEY RESULTS Capabilities Analytics KEY RESULTS Identify Core Comptencies, skills, and abilities. Opprotunities for Comparrison TIMELINE TIMELINE MILESTONE 1 MILESTONE 1 DEVLEOP A STAFF IN CHARGE OF RUNNING OUR NEW SYSTEM HIGHLIGHT THIS WILL PROVIDE CONTINUITY AND ALLOW TRAINGING WITHIN THE ORGANIZATION MILESTONE 2 MILESTONE 2 REVIEW HR ANALYTICS QUARTELY TO SUCCESSFULLY COMPARE AND ASSES THE ORGANIZATION PROGRESS MILESTONE 3 MILESTONE 3 ANUALLY REVIEW AND SUBMIT OUR RECORDS TO CORPORATE OFFICE
Transcript: Number of Applicants Top 5 Sources Number Open Reqs # Hired by Source Days to Fill Select and Onboard # Hired by Division As of March 31, 2014 A new Brand Campaign and Employer Brand Proposition will be developed that will allow us to deliver the attributes of our brand we want to be associated with across every communication touch point both internal and external. New platform (TalentBrew™) that is an all-inclusive way to reach potential candidates and will turn our job needs into a branded, SEO friendly, targeted, integrated platform that will provide automatic updates and a trackable metrics gateway “Digital. Mobile. Social. Connecting” - the right candidates to HCV. TMP will develop the digital tools that enable HCV to deploy our employment brands socially. Employee Life Cycle Analytics HR Strategies and Results Attract and Recruit
Transcript: Capacity affects revenue. Capacity analytics seeks to establish how operationally efficient people are in a business The success of your business depends on the level of expertise and skill of your workforce Tip: Key to effective competency acquisition analytics is focusing on a small set of core competencies Tip: It is advisable to make the data collection anonymous, so that employees can really open up and provide useful information. Few employees would feel confident or safe talking about their leader or manager if they knew that person could or may have access to their opinion. Tip: The tricky part is establishing a system to track capacity without creating huge administrative burdens and without alienating employees with a ‘big-brother’ approach. Big data and sensor system can be very effective here. Bernard Marr Contributor Forbes 6. Recruitment channel analytics 2.Competency acquisition analytics GOAL! Tip: Capabilities are not just about qualifications and skills; they can also include capabilities that may not be formally recognized such as the ability to develop and maintain professional and public relationships. Tip: One way to assess culture is through the analysis of customer service conversations, which can provide a rich vein of data to assess corporate culture. An American business magazine. Published bi-weekly, it features original articles on 1. Industry 2. Finance 3. Investing 4. Management 5. Marketing The motto of Forbes magazine is "The Capitalist Tool". 8. Employee performance analytics The 8 HR Analytics Every Manager Should Know About Tip: Always remember that some employee churn can be desirable. It is important to identify a healthy level of churn and develop system to pinpoint the ‘regrettable’ churn. Tip: Aggregator sites like glassdoor.com operate like Trip Advisor for recruitment and can provide companies with independent reviews of their recruitment process. Corporate culture analytics is therefore the process of assessing and understanding more about your corporate culture or the different cultures that exists across your organization. This then allows you to track changes in culture you would like to make, understand how the culture is changing, create early warning systems to detect toxic cultures in their development and ensure you are recruiting people that don’t clash with the corporate culture. Most Important analytics for managers (Present / Future) 1. Capability analytics 2. Competency acquisition analytics 3. Capacity analytics 4. Employee churn analytics 5. Corporate culture analytics 6. Recruitment channel analytics 7. Leadership analytics 8. Employee performance analytics Acquire and manage talent is often a critical factor in business growth. The process of assessing desired competencies. You need to start by identifying the core competencies (now & future) Then assess the current levels of these competencies Identify any gaps. Can these be developed in-house or spotting and recruiting candidates with those competencies. Hiring employees, training them and then integrating them into the business costs time and money. Employee churn analytics is the process of assessing your staff turnover rates in an attempt to predict the future and reduce employee churn Bernard Marr: • Internationally best-selling author • Popular keynote speaker, futurist, and a strategic business & technology advisor to governments and companies. • Helps organizations improve their business performance, use data more intelligently, and understand the implications of new technologies such as artificial intelligence, big data, block chains etc Employee performance analytics seeks to assess individual employee performance. The resulting insights can identify who is performing well and who may need some additional training or support in order to raise their game 3. Capacity analytics Leadership analytics unpacks the various dimensions of leadership performance via data to uncover the good, the bad and the ugly. Data about leadership performance can be gained through the use of surveys, focus groups, employee interviews or ethnography. Recruitment channel analytics is the process of working out where your best employees come from and what recruitment channels are most effective. Surveys and entry interviews are also useful sources of data. Tip: I advise companies to move away from the classic and outdated performance reviews. With modern data capture techniques it is possible to analyze performance more holistically and less focused on specific parts of a job that might cause employees to skew their behavior. 5. Corporate culture analytics 1. Capability analytics Success of company = People of company Long-term success = • Attract the right competencies • Manage talent effectively, • Utilize capacity efficiently • And retain employees 7. Leadership analytics 4. Employee churn analytics
Transcript: The Undervalued Goal Anticipate on employees leaving by: On time recruitment Promoting the right employees Increasing employee satisfaction level .. etc. A company's most valuable asset is its employees. The Underachievers Why are our best and most experienced employees leaving prematurely? Mark M. Evert, Onur, Jaouad, Cecille and Vicky Data Clustering HR Analytics The Unhappy Is a certain employee going to leave and why? Predictive Analysis Why use in practice?
Transcript: HR planning exercise for HR advisors Become strategic What does the business partner approach mean? How to become an influential HR professional? Reliable expertise What you have Knowledge of HR practices, policies, trends and initiatives Solid knowledge of HR issues Good understanding of the customer's internal and external environment To be up to date What you need to know Analyze the available data, understand and transform them into language and indicators that speak to your clients. Make the links between the issues from the available information and find the cause and effect correlation. Act as an expert What you will be able to do Act as an expert who facilitates discussions Propose HR strategies consistent with the reality of your customers Involve / consult the concerned parties / subject matter experts. Understanding data and available information What's available to you? Let's learn Quantitative indicators # of positions filled and vacant # of employees by categories # of departures: retirement, voluntary or involuntary attrition rates eligibility for retirement absenteeism rates Quantitative indicators Qualitative indicators Set of judgments or perceptions of an existing situation. When coupled with quantitative measures, qualitative indicators provide a fuller, richer understanding of the work environment. Qualitative indicators What are the sources of available information ? Sources of information Workforce dashboards Information about employees: - type of employment - category of employment - sex - location - group and level 1. Workforce Dashboard Information about positions: - status - category of positions - structure by branch, bureau and directorate - location - group and level HR trends Trends for following indicators: - # of employees - # of positions - departure rate for retirement reason - eligibility for retirement rate - attrition rate 2. HR trends EE representation Employment Equity Designated Groups’ representation gaps per professional categories and occupational groups. 3. EE representation Public Service Employee Survey (PSES) The survey is also a source of diverse qualitative indicators grouped on 6 themes and 22 sub-themes The PSES helps the federal public service identify what it is doing well and what it could be doing better to ensure the continuous improvement of people management practices in government and support the Federal Public Service Mental Health Strategy 4. PSES results For the first time, we present this year, the results that were grouped under the 13 Psychosocial Risk Factors addressing Mental Health in the Workplace 13 Factors Mental health in the workplace In 2016, the Government of Canada adopted the Federal Public Service Workplace Mental Health Strategy. With this strategy, the government has committed itself to exploring aspects of mental health with its employees and to listening to their needs. Like physical health, mental health is a key aspect of an individual’s wellness. Good mental health is vital to everyone’s engagement in life, their resiliency and their productivity. Given its size, the federal public service has an essential leadership role to play in supporting the mental health of its employees. The Mental Health Commission of Canada (MHCC) aim to raise awareness around the 13 factors that can impact the mental health of employees in the workplace and encourage conversations on methods for promoting psychologically safe places to work Why it matters 13 Factors: Addressing Mental Health in the Workplace 1. Psychological Support 2. Organizational Culture 3. Clear Leadership & Expectations 4. Civility & Respect 5. Psychological Competencies & Requirements * 6. Growth & Development 7. Recognition & Reward 8. Involvement & Influence 9. Workload Management 10. Engagement 11. Balance 12. Psychological Protection 13. Protection of Physical Safety * * there are no PSES questions related to these two factors PSES themes Employee engagement Employee engagement Leadership Immediate supervisor Senior management Workforce performance management job fit and development empowerment Work-life balance and workload mobility and retention * Workplace Organizational goals Organizational performance Respectful workplace Ethical workplace Physical environment and equipment Use of official languages Collective agreements Harassment Discrimination Duty to accommodate* Workplace well-being A psychologically healthy workplace Work-related stress Compensation Pay or other compensation issues Support to resolve pay/other compensation issues * - not represented in the Sub-theme tab in dashboard. 6 PSES themes Think of what you want to know: ex. no of positions to be filled by group and level Do a list of information/indicators you may need in order to respond to your question Gather all data and put it together Determine a concrete information that may help you and your client for planning purposes Use Data Let's try data
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