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To show how business function leaders can
start mining data to measure and improve
HR's contributions to business performance
Shanmukha Sreenivas P , DoMS 2
Identification of 6 analytical tools
Exemplification of these tools through
case studies both in the Indian & western
context
A new holistic model for HR analytical
capability has been devised
Shanmukha Sreenivas P , DoMS 3
Key tools being used by enterprises to
bridge the gap between HR investments
& Business returns
Shanmukha Sreenivas P , DoMS 4
As the case studies reveal, tools
identified here can help HR leaders
actively shape their organization’s future
- managing critical talent
- directing programs towards the long
term needs of the business
New model !!
Shanmukha Sreenivas P , DoMS 5
Personnel Control
People Developer
Talent Multiplier
Boards of directors increasingly asking CEOs to measure people
results.
HR’s primary task:
Growing recognition among HR executives that they must
develop greater business acumen; HR courses that focus on
analytical capabilities are being developed and offered.
Shanmukha Sreenivas P , DoMS 6
Accessible
Reliable
Metrics must be consistent across units and
time
HR ‘s Effectiveness : Revenue/Sales pipeline
Only 14% of the respondents said they used these business-focused
metrics to gauge the impact of HR
- CedarCrestone 2010-11 HR systems survey
Shanmukha Sreenivas P , DoMS 7
Talent Supply Chain
Workforce Planning
Customized EVP
Targeted HR Investments
Critical Talent Management
Employee Database
Shanmukha Sreenivas P , DoMS 8
Accurate, Consistent, Integrated,
Accessible and RelevantComprehensive Database Integrated HR Info
Grade Point
Average
Best
Predictors Of
Performance
IN Q3 of 2007, the company hired 2130 people a 38% increase from the prev Q
Case I
Shanmukha Sreenivas P , DoMS 9
Critical talent data points:
i)Key recruiting targets
ii)High-potential Employees
iii)Top performers
Case II Case III
Shanmukha Sreenivas P , DoMS 10
Playing techniques
Projections based on past performance
Game statistics
Analysis of video feed
Live graphical data streams
Gathers 60,000 data points on each player examining both physical & psychological traits
Maximizing player’s longevity by customized training regimens
Player durability estimatesShanmukha Sreenivas P , DoMS 11
Sophisticated segmentation enables
differentiated action
Case IV
Metrics being used:
Work climate & employee satisfaction
Productivity (employees /100,000 cases of food sold)
Retention
HIGHLY SATISFIED
EMPLOYEES
• Higher revenues/low costs
• Superior customer loyalty
• Higher employee retentionShanmukha Sreenivas P , DoMS 12
To maintain high levels of employee
satisfaction, SYSCO manages 7-D’s of the
work environment Leadership support of employees
Effectiveness of front-line supervisors
Rewards for performance
Quality of life
Employee engagement
Diversity
Customer focus
SYSCO improved the retention rate for delivery associates from 65 percent to 85
percent in six years.
With hiring and training costs of $35,000 per head, SYSCO saved nearly $50 million in
the process . Shanmukha Sreenivas P , DoMS 13
Predict and target employee life cycle actions based on calculations of employee value
Case V
Turned to Conjoint analysis(a marketing technique)-figured out the mix of benefits most likely to improve retention rates.
Key result: employees were more likely to stay with the company if they got half their annual pay rises every six months instead of the entire amount only once per year
Shanmukha Sreenivas P , DoMS 14
Starts with the analysis of the strategic position of the business
Case VI
2007 : in order to reduce operating costs by $700 million, wanted to reduce headcount by 2000 in two years
An analytics group of 20 was formed to perform workforce planning simulations.
-Ideal mix
-Precise talent requirements
-Cost conscious operations
Shanmukha Sreenivas P , DoMS 15
“Real time optimization”
Firstly, future needs of talent are projected (planned capital projects)
These decisions are continuously optimized using real time, system wide performance data for the entire supply chain
Case VII
-> Valero continuously monitors ads placed on job portals & internet , to assess
Speed , Quality & Reliability of the supplier (Dashboard Scorecards)
Supply Chain:Project Managers from the USEngineers from Canada
Programmers from India
Manufacturing workers China
Shanmukha Sreenivas P , DoMS 16
Shanmukha Sreenivas P , DoMS 17
Data-Centric
RIghtQuestions
Analytical tools& metrics
Dedicatedpeople: Analysts
Targeting
Strategicperspective
Level 1
• DATA CENTRIC
• Accesible,reliable and high quality
Level 2
• ASKING THE RIGHT QUESTIONS
• Acting on results
Level 3
• DEVELOPING ANALYTICAL TOOLS AND METRICS
• Consistent across units and over time
level 4
• DEDICATED PEOPLE - ANALYSTS
• Nurturing analytical talent
level 5
• TARGETING
• Sophisticated segmentation enables differentiated action
level 6
• STRATEGIC PERSPECTIVE
• Analytics in tune with the organization's strategies and objectives
Implementing HR analytics :
What Why & How ???
Accurate assessment of the way things really are , one not skewed by emotion or limited to anecdotal evidences.
Diagnose the causes of whatever problems exist and create plans to address the underlying causes.
Develop forecasting and optimizing capabilities to help them see bumps in the road before they encounter them
Shanmukha Sreenivas P , DoMS 18