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
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
Transcript: Pay HR DASHBOARD Recruiting Talent Cost of Labor Cost of Labor Performance Performance Pay Recruiting Talent
Transcript: Q1: Retirement Hot Topics objectives Phase III marketing opportunities X Top tier 50% Key trades 4 Tweets audiences measurables Phase II What are the key takeaways? What is the purpose of this media initiative? What are the results? key messages How will we measure success? When does the initiative begin? How does this news align with the marketing strategy? results Phase I Who is the intended audience(s)? PR Checklist
Transcript: ADD YOUR LOGO HERE Introduction HR Dashboard Is the process of collecting and analyzing Hr data in order to Improve an organization's Workforce Performance. Objectives Helps Leader make decisions to create better work environments and maximize employee productivity. Overview of the most important Hr metrics in one place. Making Better Decisions using Data. Solve Organization Problems. Managing/Analyzing people problems. BUSINESS REPORTS 2017 Q1 SECOND TOPIC ADD SUBTOPICS MEET THE NEW TEAM MEET THE TEAM MEET THE NEW TEAM MEET THE TEAM Metrics Source PROJECT ANALYSIS Insert Your Content Text Images Symbols Videos CONTACT INFORMATION CONTACT DETAILS PROJECT ANALYSIS Insert Your Content Text Images Symbols Videos
Transcript: Newell’s Decision to Downsize: An Ethical Dilemma summary summary A navigational systems manufacturer for commuter & large planes Two plants "Excellent!!!" - Employees & Community Seniority Predominantly Caucasians Layoffs Questions Questions 1. 1. What is the ethical dilemma faced by management in this case? Explain. WHO HOW MINORITIES CAUCASIAN 2. 2. What specific problems might Newell face in its downsizing decision? What options might Newell employ in its downsizing decision? Explain. 3. 3. Improve: efficiency, productivity, and competitiveness Empower Performance Appraisal How would you downsize the Norwood Facility? 4. 4. Performance Appraisals 360 Evaluations Early Retirement Incentive Current Similar Case Current Similar Case Lawsuits Violation Layoffs
Transcript: What info is provided? Limitations The emphasis is on improvement Learning & Development in order to achieve the overall business strategy Encourages a high performance workforce Can identify strong/weak links More data for critical decision making Dashboard makes understanding the data easier Connecting crucial information together for easier comparisons & analysis Conclusion Limited to the usefulness of the data inputted May encourage a high stressed/strung workplace environment Individual "focus" could potentially lead to weaker team performance Risk of weaker employees losing confidence Over-simplified in certain areas Has positive and negative implications for HR On the positive side, great way for managers to get a brief overview on individuals performance Negative side relates to the data imbedded into the dashboard HR DASHBOARD How does it lead to better business insights? THANKYOU FOR LISTENING :-) Overall it shows productivity, quality of service & customer satisfaction of each employee. Select data by period, employee or a total overview Shows points possible, points scored and their ranking within the company Colour coded & can generate designated graphs Designed to show what is to be achieved on an organisational level. (Links to company objectives/goals) Shows employees' skills competencies & requirements
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