Key HR metrics during crisis management and beyond
Kerry Nutley - Strategy Director UK&I - Human Capital ManagementCaroline Gladwin - WE HCM Strategic Initiatives
Tuesday 12th May 2020
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Suggested key metrics KPIs are going to depend on your personal organisations outcome to your risk and business continuity management. Some areas you may already be measuring are:
• Total workforce -total labour resource and cost• Absence level, with a breakdown of those absence associated
to Covid• DIS and red flags (including mental and physical wellbeing)• Wellbeing via pulse survey• Workforce location and mode• Critical roles and attendance• Missing contact data (ie. next of kin etc)• Availability of second wave workforce – those that could be
deployed to critical work post skills gap analysis, training uplift, active skills identification of those in non-critical roles, outsourcing, recruitment etc
• Movers, joiner and leavers• Critical supply chain mgmt. regarding outsource workforce• Compliance and policy training / task completed, by whom
and when• Other controls, secondary metrics to highlight potential future
risks
• Business resilience and compliance will become HR’s new normal given uncertainty and change
• Automated dashboard and omni channel reporting cascade is key
C OV I D - 1 9
• E v e r y C O U N T R Y i s d i f f e r e n t• G o v e r n m e n t a l s u p p o r t i s d i f f e r e n t b y j u r i s d i c t i o n
• E v e r y I N D U S T R Y i s d i f f e r e n t• S o m e c l o s e d - d o w n c o m p l e t e l y• S o m e p a r t i a l l y c l o s e d• S o m e o p e n b u t c h a n g e t h e i r m o d e l• S o m e s c a l i n g u p t o c o p e w i t h d e m a n d
• E v e r y O R G A N I S AT I O N i s d i f f e r e n t• D i f f e r e n t f u r l o u g h r u l e s• D i f f e r e n t a p p r o a c h a n d d e c i s i o n s a b o u t t h e i r b u s i n e s s
• E v e r y T I M E L I N E i s d i f f e r e n t• L o c k d o w n w i l l r e l e a s e i n p h a s e s• W e m a y g o r o u n d t h i s c y c l e m o r e t h a n o n c e
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Issue Management
MANAGETHE SITUATION
SUPPORTPEOPLE & ASSETS
CRISISMANAGEMENT
E V E N T
D R I V E D E C I S I O NA C C E L E R A T E A C T I O N
• Data Quality of Emergency Contacts
• Look for contacts that have no email or phone number – so these can be updated as a priority
• Summary of Emergency Contacts
• Monitor how many employees have no emergency contact to ensure they are entered and available to be used
• My Team Availability Today
• Help managers understand who is absent and who is available to work
• Monitor Absence Numbers
• Monitor the spread of COVID-19 absences across their organisation
Immediate Priorities – Sample Metrics
• Employees on or about to go on Maternity Leave
• Identify which employees are on or due to go on maternity leave.
• Employees Above a Certain Age
• Identify high risk groups of employees
• Monitor Work Visa Expiry for Employees
• Identify which employees have a work visa that expires in the coming days and months.
• Monitor Passport Expiry for Employees
• Identify which employees have a passport that expires in the coming months.
Managing Key Risks – Sample Metrics
• Rehire Recommendations
• Review potential sources of new employees who can hit the ground running
• Absence AwaitingApproval
• Identify new cases of COVID-19 absence to ensure their employees are contacted and supported quickly
• Future Hires
• Review future hires to determine what the next best action is
Managing Key Processes – Sample Metrics
• Pipeline Requisitions
• Building a pipeline of candidates to quickly mobilise when needed
Example: SSP – Paid from day 1 for COVID-19 related sickness
Cost of Absence
Cost of Furlough
Cost of Redundancy
Managing LegislativeChanges and Costs
Sample Metrics:
• # Employees• By Skill• By Location• By Availability• By Profile …
• # Employees withExperience of that Role
• Employee Sentiment• Customer Sentiment
Temporarily Re-assigning Resources
Sample Metrics:
• # Essential/Critical Workers• By Location• By Department• By Role• By Demographics
• Forecast revenue• Materials availability• Government rules
• # Employees by Status• Working from home• Reduced hours• Furlough• Redundant
Workforce Location and Management
Sample Metrics:
• # Responses
• # Employees by Safety• # Tasks by Status
• Cost of Equipment• Cost of Benefits
• Actions by Owners
Workforce Surveys and Benefits
• Tickets/SRs
• By Type, By Priority, By Category, By SLA responses …
• Timesheet Metrics
• To understand activities and productivity – ensure pay is accurate
• Asset Tracking
• For employees now working from home
During Lockdown – Sample Metrics
• Volunteering & Wellbeing
• Number of volunteering hours, number of matched donations
• Completed learning, other activities to ensure good mental health
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Recovery
R E G R O U P & R E O R G A N I S E
• Absence Trend by Month and Gender
• Monitor the spread of COVID-19 absences across their organisation
• Absence Trend by Month and Age Group
• Monitor the spread of COVID-19 absences across their organisation
What Was the Real Impact? – Sample Metrics
• Employee Costs
• Ongoing Government Schemes
• Succession Plan Strength
• Were Critical Jobs and Departments at Risk due to weak succession plans?
Sample Metrics:
• # New Hires• Time to Hire• Candidate Satisfaction
• Social Sentiment
How Have We Done? What Could We Have Done Better?
Sample Metrics:
• Comparison vs Last Year• Engagement• Productivity• Environmental• Learning
• Impact of technology• Cloud Platforms• Mobile First• Digital Assistants• Suggested Actions
Bringing Employees Back to Offices – Or Not?One Impact of Technology
Sample Metrics:
• # Tasks by Status• # Courses Completed• # Incidents…
• Engagement• Productivity
Support for Return to Work
What impact will this have on the organisation and workforce of the future?
A reimagined operating model but too early to tell what that looks like ..
Socially responsible workforce models –
balance purpose and profit Support for employees and their own
financial and life planning
1 in 3 don’t expect
their job to exist in a
few years – what role
will technology play?
Trust and
transparency are vital
Embrace the
experience
economy
Build skills taxonomies that are
broader and more flexible and not
beholden to rigid job structures
Show empathy
and a culture of
caring
R I S K P L A N N I N G & M A N A G E M E N T
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Business Resilience
B U S I N E S S I N N E W N O R M A L
IDENTIFY& ASSESS
IMPLEMENTATIONOF CONTROLS
ONGOINGMONITORING
Business resilience and compliance will become HR’s new normal given uncertainty and changeAutomated dashboard and omni channel reporting cascade is key