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HR Dashboard

Transcript: HR Dashboard Recruiting Metrics Recruiting Metrics 2017 Results HR Metrics Number of Openings Offers Accepted Average Time to Fill Internal PFCU Hires (Transfers) Disney Hires External Hires Recruitment Cost Ratio Quality of Hire (90 days) Q1 59 37 27 Days 15 3 19 37% 97.30% Q2 51 48 33 Days 17 2 29 43% 97.92% Hire Data 2017 Q1 Hire Data 2017 Q1 8.1% 40.5% 51.4% Hire Data 2017 Q2 Hire Data 2017 Q2 60.4% 35.4% 4.2% Employee Relations Employee Relations 2017 Cases to Date 2017 Results # Cases 2016 (as of August 1) 29 34% # Cases 2017 (as of August 1) # Cases 2015 (as of August 1) 44 45 0 10 20 30 40 50 2015 2016 2017 # of Cases as of August 1st Year # of Cases 2% Efficiencies Efficiencies 2017 List 2017 Efficiency List Efficiency Found: $ Savings Time Savings Explanation Office Supply Orders Snack ordering for NEO Halogen - 130 licenses Halogen - 130 licenses Policies & Procedures in Kenexa @ Onboarding BSA in BVS Budget review process Floral Orders Nametag Orders-renewals/Service Anniversary No NMLS renewal for Tina Month-End Reports New Hire SCR Cognos Reporting Partners Scout Policy Update TA Notification Process Checklist updates (New Hire, Transfer, LOA, Separation) Laptop Audit Approx. 35% (Jan-Mar) Approx. 60% (Jan-Mar) $4,228.91 varies (Approx. $70/order) varies (Approx. $7/order) $56.37 up to $500/referral 1 hr/month-HR Specialist 2 hrs/month-HR Specialist varies varies 2 hrs/month-HR Specialist 10 min/hire-HR Specialist/Leader/IT 1 hr/mo.-Recruiters/HRBP/HR Specialist 15 min/month 15 min/month Switch from Office Depot to Amazon Switch from Office Depot to Walmart Cost savings after dropping 130 licenses Time saved enrolling new hires into all processes Approx. 4 hrs of training for new hires eliminated 1 location for all cast acknowledgement Reduction in verification Eliminates HR responsibility of ordering flowers Eliminates HR responsibility of ordering nametags Reduction of time to reformat SAP reports Improved accuracy, fewer hands in process Elimination of manual dashboard report Reduced incentive from $800 to $300/referral Validating only imperative information Moved from monthly to bi-annually HR Roadmap HR Roadmap Roadmap Status Performance Management Tools and Processes Q2 Succession Planning Q3 Recruitment Strategy Q2 Incorporate Core Values Q3 CORE Page - HR Information Q4 Incentive Plans Q4 Eliminate Non-Essential Work Ongoing HR Roadmap Priority Key Information Red - Not Started Yellow - In Flight Green - Completed Time Frame PROGRESS ROAD 2 Mi. Upcoming Events Upcoming Events Q3 Below is a rough timeline of completion for each stop on our HR Roadmap. Incorporate Core Values into Recruiting Strategy - Mark and Melanie Incentive Plans - Melissa? CORE Page - HR Information - Morgan and HR Team Succession Planning - Melissa? Q4 Meet the Team Meet the Team Human Resources HR Team Melissa Chilton, AVP Human Resources Mandy Seligman, TA HR Business Partner Jannah Delapenha, HR Business Partner Mark Hammer, Recruiter - Salaried Positions Tina Chan, HR Business Partner Leah Timmer, HR Specialist Melanie Hansen, Recruiter - Hourly Positions Morgan Snider, HR Intern Executive, Support, & Communication Executive, Support, & Communication Team Keith Smith, VP/Chief Talent Officer Anna Ostlund, Executive Assistant Christina Laemers, Communiations Manager Training & Cast Development Training Team Angela Pardue, AVP - Organizational and Cast Development Jennifer Schmelter, Manager, Cast Development Selena Sites, Senior Trainer Brian Roach, Soft Skills Trainer Bree Killingsworth, Senior Trainer Nitza Correia, Senior Trainer Kathy Story, Senior Trainer (PH) Marianne Boerenko, Training Integration Manager

HR template

Transcript: HR Network, Tbilisi Best Practices In Credo HR Admin 01.07.2019. AGENDA AGENDA 01. 02. 03. About Us Strategic Planning and role of HR Remuneration systems About Us About us HR Metrics Our team HR Goal and Functions HR Metrics Our Team HR team building HR Department Structure HR Goal and Functions “The ability to make good decisions regarding people represents one of the last reliable sources of competitive advantage since very few organizations are very good at it.” Peter Drucker HR Goal ensuring that an organization can achieve its mission by having the right people with the right skills in the right places at the right times. ensures that the organization has a workforce capable of delivering on its strategic business objectives today as well as in the future. Employee Personal file management Employee agreements and amendments Labor law Compliance Absence and leaves Health and safety HR Security Discipline and grievance Performance Management Compensation and benefits Reward and recognition Internal Communication Exit Management HR Admin Functions Business Partnering Leading HR Innovators in sector Strong Culture Fair, transparent and equal opportunity recruitment/promotion system Credo Academy and regional training centers Management by Objectives (MBO) model and employee Performance Appraisal System Competitive Benefits and Reimbursement systems Internal Communication: Quarterly Newsletter/ Organization Survey/ Exits Survey/ Credo movie Team Building Activities: Staff Retreats, turnaments Recognition: Best employee nomination, Credo Loyalty Programs and Nominations Main Achievements Working Environment Opportunities for growth and development Fairness, equity and transparency Remuneration systems Our Competitive advantage Organizational Effectiveness Market Turn Over Ratio 15.2% 19% Annual Revenue per FTE K$ = 75.7 39 Annual Average cost per FTE K$ = 59.3 33 Annual profit per FTE K$ = 16.28 9 % of Management in Total Headcount = 10% 14% New Hires ratio = 29% 18% Front Office personnel in total Headcount = 57% 52% Annual Average Remuneration per FTE = 20 $ 15.48 Number of Training Days Per FTE = 3.5 3 External recruitment Rate 60% 75% Internal recruitment rate 40% 25% Time to fill 26/ 180 26 Successful hiring rate 70% 64% Job Opening per recruiter 6 5 HR Dashboard Remuneration HR Role system in Credo Alignment of organizational Goals to Employee Goals the link between organizational success, performance management Alignment Organizational Goals to Incentive schemes and motivation Support culture and values Strategic Planning and Role of HR Strategic Planning and role of HR Expectations – an individual’s motivation is based on strength of expectation, which in turn is based on past experience, perceived value of reward and likelihood of getting it Goal achievement – suggests that motivation and performance are higher when individuals are set specific goals when the goals are difficult but accepted and where there is feedback on performance Feelings about equity – people will be better motivated if they are treated equitably and demotivated if they are treated inequitably. It is concerned with people’s perceptions of how they are being treated in relation to others Cognitive theory Cognitive Theories Financial rewards Financial rewards is equal and transparent performance related pay -recognize individual performance Team pay - recognize organizational achievement and employee contribution Performance Based Performance Based Pay Hay Grading System and Salary Scales Yearly Salary Review Incentive scheme for Branch and HO employees Achievement Bonuses Team Pay Team Pay 13 Th salary when Company Achieves Common Objectives Christmas Bonus when Branch and Company Achieves Common Objectives Management Bonus Project bonuses for Team Health Insurance Gym Club membership Benefits Benefits Non Financial rewards Non Financial Rewards In Credo Training, Development and Carrier opportunities Winter and Summer Academies Career Opportunities Internal Training and MDP Programs Financing MBA Team Building Activities Staff Retreat Excursions Tourmanets Digital Hub Recognition Recognition In Credo Best Employees Monthly Bests nominations Best Employees of the year in diferent nominations Best Lo Club membership Employee nominations in Customer Service Best Employee Nominations best LO in Barcelona Loyal Employee Loyal Employee Awards Loyal Employee we nominated 60 - years employees in this year

HR Dashboard

Transcript: SUMMER TRAINEE: RUCHITA SAWANT GUIDE: SAKAR SHRIVASTAVA DURATION: 6 WEEKS Need for a Dashboard SAP system Limited accessibility Provides data in a scattered form Excel HR-IS not available with Non-HR Managers A need for data in a more presentable and graphical manner The Dashboard A tool to present data on workforce in an organized manner Thus helps to take further decisions and build on other elements Main data source : HR-IS Sent in the form of Excel by Comp & Ben team on 3rd of every month Performs calculations and provides results in the first week of every month Representation across various functions, cost-centres, regions Methodology Identified excel as the appropriate tool Analyzed the existing database Without making extensive changes, in line with the HR-IS, created the dashboard Enabled Macros in the excel dashboard to Keep it dynamic Reduce human error as much as possible With help of the functions (Countif, Vlookup, If..) arrived at the deliverables Graphical Representations Consolidates information from multiple sources at one place Provides a monthly report High ease of operation Beneficiaries Managers at various levels especially during travel HR personnel The graphs from the dashboard could also be used by various teams in their presentation if required Going Forward The excel can comprise of up to 2000 unique employees Encompass other division employees Thus provide help at Corporate level Capable of incorporating personnel cost element Recommended Process & Management An SOP will be provided to modify the data The excel will perform the necessary calculations Once modified, the first two sheets would be available for everyone to view at the end of the month Addition of a column: Reason for exits Manual entry would be preferable Limitations My Learnings On Salon Visits Satisfied with L’Oréal displays, stocks on credit and other factors Branding well done 80% of the consumers belong to female sect Ask for L’Oréal products on the counter Salon owners don’t typically differentiate between consumer and professional products Garnier is a more preferred hair color due to lower cost Kerastase is more preferred due to it's diverse range Owners' opinions: When it comes to hair color, styling, some owners are anti personal use products; for eg Godrej, Garnier etc They believe a male brand ambassador could get PPD higher recognition Data analysis with excel Need to understand people trends An inclusive MIS is required to understand the people dynamics of an organization Glimpse of the work culture Benefits THANK YOU HR DASHBOARD (PPD) Once lost or corrupted, the entire excel will need to be re-worked from the beginning The cells cannot be locked but only hidden due to the calculations performed It's not as scalable, fast and effective as a data management tool as compared to other database Scope Creating an easy, user-friendly tool for a particular business unit to obtain the snapshot of the people dynamics in that unit Breakthrough

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