1. An Introduction
1

2. HUMAN CAPITAL
71%
CUSTOMER RELATIONSHIPS
66%
PRODUCTS/SERVICES INNOVATION
52%
BRAND(S)
43%
BUSINESS MODEL INNOVATION
33%
TECHNOLOGY
30%
PARTNERSHIP NETWORKS
28%
DATA ACCESS/DATA-DRIVEN INSIGHTS
25%
R&D/INTELLECTUAL PROPERTY
22%
PRICE/REVENU INNOVATION
19%
ASSETS (PHYSICAL INFRASTRUCTURE)
15%
CORPORATE SOCIAL RESPONSIBILITY
ACCESS TO RAW MATERIALS
2
13%
8%
Source: IBM CEO survey 2012

3. 3

4. 4

5. The CEO asks for the financial impact of HR activities and HR-related
decisions. HR wants to become more of a business partner
Recession leads to reviewing costs as well as the largest balance/expense:
people! On the other hand: scarcity of deployable and suitable workforce asks
for more and different insight.
There is a lot of data available!
5

6. Phase 1:
Opinions
Opinions
predominate.
Decisions
based on gut
feeling and
experience
Phase 2:
Raw data
There is
(structured)
data, but
very raw and
hard to
process
Describe
6
HR Intelligence
Phase 3:
Phase 4:
Metrics
Analytics
Ratios and
control
numbers are
measured.
But metrics
make people
numb and
/or raise
questions
explain
Insights: with
the help of
analysis,
relationships
are defined,
trends and
special
populations
are identified
predict
Phase 5:
Datadriven
Insights are
consistently
used to make
decisions,
start actions
and change
processes

7. Cut costs, not
capacities
Maximilize
productivity,
customer
satisfaction and
financial results
Inspire
Reach
Maintain
Build a flexible
organisation
Business-economic aspect
7
Recrute
Develop
HR aspect

8. Revenue
Reputation/
image
Retainment
Staff
satisfaction/
Involvement
Customer
satisfaction
Work
environment
Staff behaviour
Policy, Culture,
Leadership and
Management
Products, Means,
Processes and
Communication
8
Customers
Loyalty

9. Predictions
Causes
What happens?
Correlations
Why does it happen?
What could happen?
What if…?
Indicators
Matureness of HR analytics
9
Source: Boudreau/Ramstad, Beyond HR, 2007

10. A data-driven approach to make better decisions on
the human side of an organization
A continuous process of converting staff-, customer-,
market- and business information to actions
Requires a mix of knowledge, skills and technology,
tools and techniques, varying from relatively simple
reporting of HR ratios and KPI’s to, complex,
predictive analytics
Supports faster and better decision making
“Turning Data into Profit”
10

11. Insights
Analysis
Data:
Collecting data from
internal and external
sources, and market
research
11
Statistic and
predictive analysis:
describe, explain,
predict
Converging and
processing analysis
results to true
insight and actions

12. Some examples…
12

13. 1. Analysis of internal data showed that great managers are
essential for top performance and retention. Combination
with research further identified the eight characteristics
of great leaders.
HR analytics is
considered to
provide a
competitive
advantage
2. Google developed a mathematical algorithm to
proactively and successfully predict which employees are
most likely to become a retention problem. This approach
allows management to act before it’s too late and it
further allows retention solutions to be personalized.
3. Within the PiLab Google conducts applied experiments to
determine the most effective approaches for managing
people and maintaining a productive environment. The
lab e.g. improved employee health by reducing the calorie
intake of its employees at their eating facilities by relying
on scientific data and experiments (by simply reducing the
size of the plates).
Is your company ready for this?
13

14. 14
Are you currently measuring
this?

15. Percentage of employees still working at the company
after 12 months
Nearly engaged
Not engaged
What’s the situation in your
company?
15

16. Performance is influenced by:
Staff turnover is influenced by :
1. Appreciation, trust and recognition
1. Personal development
2. Daily activities
2. Daily activities
3. Manager
3. Appreciation, trust and recognition
4. Etc.
4. Etc.
What does your company
focus on?
16

17. • "Our call center employs almost one hundred people. Despite the
attention to recruitment en training we noticed a great turnover in
personnel, which costs an unnecessary amount of time and money.
Nowadays we don’t only use personality tests and background
questions to direct our interviews, but to predict if candidates will be
able to keep doing the job to satisfaction and if they are “keepers”. This
way we can limit the number of interviews we have to conduct and
decrease the turnover in personnel (and with this recruitment costs).
Thanks to HR analytics."
Recruitment
10%-30% less recruitment
costs, that is desirable to you?
17

18. Classic analysis
HR analytics
Absence%
What is the impact of absence on
customer satisfaction, quality,
productivity and revenue?
What causes absence? What impact do
managers have on absence? What impact
do workload, engagement and/or the
customer have on absence?
Absence per department
Absence costs
Reasons for absence
Frequency and duration
18
What do you know about
absence in your organisation?

19. One business unit outperforms
the other on employee
satisfaction.
We expect a problem in
recruiting the right talent in the
future.
• What is/makes the right talent? And what should a talent look
like in five years?
• What do the talents of the future want? And how can I reach
them?
• What is the impact of talent on our results?
35% of our personnel continues
to grow within the organisation.
19
• What is the relationship between managerial / leadership style
/ behavior and scoring higher on employee engagement?
• What other aspects influence the satisfaction score?
• Why does this 35% continue to grow, while others don’t? And
what is the financial impact of the 35% that develop?
• How successful are the 35% that are internally promoted
compared to personnel being attracted externally?
Do you know the strength and
direction of these relationships?

20. Cost reduction. How can we best restructure the organization so we have lower
costs, but without loss of skills and still manage to keep the staff engaged?
Continuity. How do I insure growth and continuity within the organization? So I
will still have the right people three years from now. What will my structure and
employability look like in three years according to my current staff turnover and
absence?
Customer satisfaction. How do we increase customer satisfaction by means of
(a change in) our staff? How does employee satisfaction influence customer
satisfaction in our organization?
20
What is your main business
question?

21. From (RAW) DATA TO METRICS AND ANALYTICS
21

22. Problem/
Question
Understand
the business
question
Create the
hypothesis
and concept
analysis tree
22
Data
Analysis
Insights
Look for data
sources,
define and/or
create
Collect data
Cleansing and
enhancement
Run analysis
Review
analysis tree
Combine and
translate
analysis
results to real
insights and
actions
Presenting
Reporting
(Action)
Effective
reporting and
visualization
of results

23. Cut costs, not
capacities
Maximilize
productivity,
customer
satisfaction and
financial results
Inspire
Reach
Maintain
Build a flexible
organisation
Business-economic aspect
23
Recrute
Develop
HR aspect

24. Assessment
Performance/development/
training
IQ/Competencies/
skills
Absence
(holiday/
sickness)
Work-life
balance
Employee/
contractor/
temp
Position/
grade/ role/
contract
Personality /
drives
Company
Leadership /
culture
Means,
cooperation
and
communicati
on
Reputation
Strategy/
products/
services
Colleagues
team / other
Remuneration/
recognition
24
Candidate
Finance
(salary/
cost/
revenue)
Manager
Satisfaction
/ engagement
Commute
Vacancies
Customer
satisfaction

25. Focus: start with a business question, not with the data!
What data is needed to answer the question? First data clarified? Get to it with
analytics! Then add data step by step.
Consider privacy!
How/which data can be integrated maintaining privacy? Choose: data from system or
research? Manage data warehouses internally of externally?
Start simple, with a proof of concept!
Advantages: get to know the data, first analysis/report completed quickly, create
acceptance. Improve processes & data based on analysis.
Don’t try to automate everything (immediately)! Manual steps are okay!
Is all the data present in systems? Or in Excel files, etc.? Does building an interface stack up to
monthly downloading data?
25

26. Clarify data, connect and/or create
Solution: cooperation between suppliers, IT, HR and data analyst. Start
with simple dump for 'exploration', then improve further (make formats, exports
and/or ‘direct’ clarification)
Data cleansing
Solution: collaboration between HR, ‘the floor' and data analyst. Offer
partial lists for clean up. Discuss processes and improve.
Alternating (reporting / analysis) desires
Solution: stepwise approach, Start with standard, delivery every two weeks and,
adjust if needed. Shared budget responsibility.
26

27. Predictive
Explanatory
Descriptive
average, median,
frequency, standard
deviation, trends
27
cross-tabs, buttons,
analysis of variance,
percentiles, pareto
analysis
Cluster analysis,
correlation, regression,
discriminant, factor,
CHAID, neural
network, associative
techniques, etc.

28. It’s not enough to be right, you have to
be proven right!
Pay attention to the last step: reporting your
findings!
28

29. 29

30. Get to it!
30

31. AnalitiQs gives organisations the
knowledge and insight needed to make
better decisions and take action. Pitfalls
are avoided by our experience and
expertise, which is fuelled by examples
provided by other companies.
Our approach is branded by passion and
results. A combination of strategic
thinking and hands-on implementation is
our preferred way of working.
We are naturals in collecting, organising,
structuring and analysing data. One of our
other focal points is the transfer of
knowledge and improving the
professionalism of staff and line
managers, so that the customer will be
self sufficient in the future!
31
• HR-Intelligence Audit, including an action
plan to implement or improve HR
analytics.
• AnalitiQs’ HR Reporting as a Service: clear,
comprehensible information rapidly
available in reports and dashboards. And
all of this in a secure fashion for an
attractive monthly fee.
• Full or partial handling of reporting
(including warehouse data) and analytic
projects.
• Full or partial handling of (market)
research projects.
• Training and coaching in HR analytics: to
expand internal capacity.
• Full or partial handling of staff research.

32. 32

33. 33

34. "A good hockey player plays
where the puck is. A great
hockey player plays where
the puck is going to be.“
Wayne Gretzky
34
Any question?
info@analitiqs.com
Tel: +31 75 20 22 603