HR with business impact

USG HR Professionals

HR with business impact.

Efficient HR strategy = Return on People = improving your business

results

Source: Lauri Bassi and Daniel McMurrer“Maximizing your return on people”Harvard Business Review, 2007

HR Sonar

HR Analytics

Identify and execute strategic HR projects

Monitor HR performance throughout the organisation

Systems

Organisational

Strategic

CompanyMission

Business Strategy

Operational Strategy

Human Capital

Strategy

Corporate values

Cultural alignment

Motivation management

Capability management

Retention strategy

Workforce planning

HR & Talent Mgt KPI’s Dashboards

Structured HR Performance

Reviews

Talent Mgmt Forecasting &

Planning

Dedicated action plans

IT- enabled Recruitment Management

IT-enabled Performance Management

IT-enabled Evaluation &

Feedback

IT-enabled Training &

Development

Recruitment process

Selection, closing & follow-

up process

Performance measurement &

reporting

Evolution process

Feedback process

Coaching process

Training &Development

process

Rewarding system

Succession planning & monitoring

Competence model

Function profiles

Function classification Careertracks Assessment

methodologyLQ

measurementIndividual

goal setting

Structural performance

reviews

Inventorytraining &

development

Individualdevelopment

plans (ST/MT/LT)

Reward structure

Employee Information

Database

Skills & Competencies

Knowledge Base

HR Sonar ITM-pyramid®

6

Key Elements

Processes

7

HR Sonar: identify and execute strategic HR projectsWhat?A comprehensive survey + interactive workshops created for both HR management and line management.

Why?An approach for a new HR director to rapidly get a clear view on the maturity of the HR capabilities and identify the key actions.

Identification of actionable priorities/projects to make your HR investment more efficient. (budgeting)

Identifying internal best practices across the organisation.

Deliverable?A comprehensive report with conclusions, recommendations/solutions and possible actions.

At the start of

the project

In discussion with the sponsor, both scope and expectations are defined and documented

Project

Plannin

g

Send out survey and data-gathering

Analysis

Aligning results

Workshop & debriefing

Introduction

Workshop

Business HR Division HR Total surveys

5 customer centers 5 general managers5 business managers

5 HR managers5 HR business partners 20

3 factories 3 general managers3production managers3 engineering managers

3 HR managers3 HR business partners 15

Corporate HR 1

19 16 1 36

At the start of

the project

In discussion with the sponsor, both scope and expectations are defined and documented

Project

Plannin

g


Analysis

Aligning results


Introduction

Workshop

At the start of

the project

Project

Plannin

g

Selection of key participants, confirmation of planning/timing and mutual roles


Analysis

Aligning results


Introduction

Workshop

At the start of

the project

Project

Plannin

g


Analysis

Aligning results


Introduction

Workshop

Explanatory workshop and principles with a number of key participants (buy-in)

At the start of

the project

Project

Plannin

g


HR-Sonar blackbox

HR-mapping rapport

User

User

User

Analysis

Aligning results


Introduction

Workshop

At the start of

the project

Project

Plannin

g


Analysis of the data, provided by the survey, conducted by USG HR consultants

Analysis

Aligning results


Introduction

Workshop

At the start of

the project

Project

Plannin

g


Analysis

Aligning results

Analysis and conclusions are aligned with the sponsor and finalized for debriefing


Introduction

Workshop

At the start of

the project

Project

Plannin

g


Analysis

Aligning results


Final workshop for sponsor and key stakeholders with conclusions, recommendations and possible actions.

Introduction

Workshop

16

16

What kind of results can you expect?

AnswerQuestion

Employees have a clear view on possible careerperspectives within the organisation.

17

17


Question

The company strategy has been determined and its objectives are clearly defined, quantified and documented.

Answer

18

18


AnswerQuestion

The level of contribution of an employee towards the realisation of organisational goals is clear.

HR Sonar

HR Analytics

Identify and execute strategic HR projects

Monitor HR performance throughout the organisation

Some HR “facts” we see today

21

“Personeelssignalitiek”

“Explosion of data”

“ERP systems”

“80% of HR time spent on answering standard questions”

It’s all about monetizing HR,

improving HR performance & adding HR strategic value …

22

What exactly are we talking about?

ANALYTICS• If I introduce a bonus package for my

Top performers, how will my cost base evolve given performance, forecasted revenu plans

• Impact of deployment of a new Performance Management system given Workforce Planning, Retention, market share evolution …

METRICS• Average recruiting lead time per

type of profile• Monthly outstanding critical jobs• % of evaluations filled out

(*) Investing in People: Financial Impact of Human Resource Initiatives, by Wayne Cascio & John Boudreau, Dec 8, 2010, FT Press.

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DescriptiveAnalytics

PredictiveAnalytics

‘Today, HR is hitting the wall’There is a strong need to move from ‘descriptive’ to ‘predictive’ analytics

©iNostix 2013

And move from “Ad Hoc measures” to “Strategic Impact”

What exactly are we talking about?

Critical – Nice to have

Standard – Ad hoc

Daily – Frequent

Operational – Strategic

Standard – Custom

80/20: HUB - HR

Step-by-step transformation

Source: Aberdeen Group, September 2009

Does it really work?

Leadership & Management

HR with business impact