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HR Analytics presentation (May 20, 2010) – Jac Fit-eEnz
Key Points
Old data is not useful to know the future The marketplace is always changing Focus on predictive analytics
Answer: These all change their industry- Fundamentally changed and other needs to catch up
Predictive Analytics: Not statistics – just a part of the framework
Ask questions that are critical to strategy
HR does not have a model but needs one !
This is the Fundamental way to manage an organization
Applications for this model:
1) Mission critical problem (project manager) – used model for a single problem– what are factors, etc
2) Complete organization make over
What do you think about when you think of your company?
What is your “signature”?
Start with a SCAN:
Questions to ask:
What are issues for your organization?
What are you going to do about human capital – example; recruiting new folks from the outside..
Now how do these forces affect the structure of your organization?
Example is cubicles versus hotel ling versus remote workers.
Now add the Relational aspect to the mix:
This is the foundation – the starting point
Jobs are continually being
No look at positions – think of capabilities
Job descriptions = no
Build the capability that you need for the future
You can only manage today for tomorrow
Key Point (competency versus capability)
Competency is current skills Capability is for the future
Examples – Digital photography (Kodak) stayed with chemistry processing of pictures and did not see the trend to digital; Bell Helicopter – metal helicoper – aluminum then composits for a ligher – they fell behind because they; Analog to digital in Silicon Valley
Organizations need to be aware of how the market is changing Can only magement tomorrow cannot manage yesterday
Staffing Example: Where did each ee come from ?
What is the tenure of these ees who came from newspapers?
Need to also look at on-boarding as well
Look at On-Boarding … it is critical (in this example)
What source gave the best quality of hire, and how did on-boarding effect it?
Example: when you travel – you will check the forecast – not the history of weather in past for that location
Put energy into leading indicators
More to strategic where you connect the dots
HR should be reporintg to mgmt every month
Not cost of hire and count of hire
QIPS= quality, innovation, productivity and service
Example: in a multi location organization – what is the optimal time for a manager to stay in the position; will the manager get lazy over time in their comfort zone (retail business)
Collect data around these elements (capabilities, leadership,etc)
Absenteeism is a lagging indication but a leading indication of a problem with errors
A Predictor (absenteeism) becomes a laggard in the future
Show these results to senior management
One change begins to effect another
Labor productivity affects
Track in HR: Process costs as an example
See how all is connected
Everything is interactive and interrelated
MC = Mission Critical
HR needs to do better with Predicting not just monitoring performance