The “datafication of HR” is one of 2014′s hottest topics, with 91% of organizations aspiring to move from reactive or operational reporting to proactive workforce analytics over the next 24 months. Indeed, “experience with workforce analytics” has become a sought-after line item on HR professionals’ resumes. What is driving the “datafication” of HR? A growing number of corporate boards, CEOs, and CHROs understand that by applying data-driven solutions to improve decisions about talent, they can improve revenues and profits. Really, if you can measure real impactful aspects of the people in your organization and make intended changes, you can get the impact in terms of real business results. More than ever before, HR can play a critical role in driving business performance. View the full webinar recording here: http://www.visier.com/lp/top-10-hr-stories-with-data/

1. The Top HR Stories to Tell with Data:
Templates that Wow Business Leaders
September 10, 2014
Dave Weisbeck, CSO, Visier
© 2014 Visier™

2. Page 2
WORKFORCE INTELLIGENCE
SOLUTIONS.
SMART. INTUITIVE. COMPLETE.

3. SOME OF OUR AMAZING
CUSTOMERS
Page 3

4. Page 4
TODAY’S AGENDA
What is driving the “datafication” of HR?
What are the top stories you can tell with
data?
How can HR use data to become a
strategic force?

5. Page 5
CUSTOMER VALUE
A growing number of corporate
boards, CEOs, and CHROs
understand that by applying data-driven
solutions to improve
decisions about talent, they can
improve revenues and profits.”
Harvard Business Review, 2014

6. FORCES DRIVING HR TRANSFORMATION
Page 6
Hire
Right
Demographic
Shift
Retain
Top
Talent
Skills
Shortages
Ensure
Planning
Agility
Economic
Flux
Optimize
Spending
Competitive
Pressures
more than ever
before HR can
play a critical role
in driving
business
performance.

7. Page 7
“THE WAR FOR DATA IS ON”
JOSH BERSIN
Level 4: Predictive Analytics
Predictive models, scenario planning
Level 3: Strategic Analytics
Segmentation, analysis, people models
Level 2: Proactive – Advanced Reporting
Routine, benchmarking, dashboards
Level 1: Reactive – Operational Reporting
Ad hoc, reactionary
4%
10
%
30
%
56
%
If you are not investing in
an integrated analytics
capability within HR…
you’re going to fall
behind.
Bersin by Deloitte, October 2013.

8. Page 8
POLLING QUESTION
Where would you rank your organization’s
analytics maturity today?
1 – Level 1 – Reactive – Operational Reporting
2 – Level 2 – Proactive – Advanced Reporting
3 – Level 3 – Strategic – Strategic Analysis
4 – Level 4 – Predictive – Predictive Analysis

9. Page 9
“DATAFICATION” INCLUDES METRICS AND
ANALYTICS
Metrics
A system or standard of
measurement
E.g. Turnover
Analytics
The connecting and
analysis of data
E.g. Who is at risk of
leaving?

10. Page 10
How can HR leverage data to
become a strategic force?

11. Page 11
CHOOSE TOPICS THAT HAVE BOTH HIGH
IMPORTANCE AND HIGH BUSINESS
IMPACT
High High
Low High
11
Business Impact of Findings Importance of Topic

12. TELL STORIES ABOUT YOUR INSIGHTS,
USING VISUALIZATIONS
Page 12
Align
Act
Analyze
• Measure past trends and
present realities
• Connect data points to achieve
insights and predict future
events
Analyze
• Articulate your findings
• Share your strategy
• Collaborate and gain buy-in
Align
• Act on workforce decisions
• Develop and implement
credible workforce plans
• Balance costs with budgets
Act
The Workforce Intelligence Cycle

13. Page 13
Imagine you have 30 minutes with
your business leader….

14. Page 14
DO YOU PRESENT THIS?
14

15. Page 15
Fundamentals – Where
are we today?

16. Page 16
BUSINESS LEADER REVIEW
DASHBOARD
This is a common view most would recognize as the type of metrics you are bringing to a business leader to review.
Overall a good dashboard, but a business leader wants to use information to make decisions. For this context is key.

17. Page 17
MOVEMENT IN/OUT/WITHIN THE
ORGANIZATION
One of the most important points of context is: how have things changed?
If you think about headcount reporting. How do you go beyond to relate how the organization is
changing?

18. Page 18
WHERE DID THE CHANGE COME FROM?
How, invariably leads to why - or at least what is driving the change.
Is it people joining? Leaving, leaving voluntarily, being replaced?

19. Page 19
WHAT IS THE BREAKDOWN OF ALL
COMPENSATION EXPENSES YEAR TO DATE?
Business leaders invariably want to know where the money is going.

20. Page 20
Acquiring Talent

21. Page 21
ACQUIRING TALENT
One of the challenges with hiring, is that it is a process. There is flow and
movement. How do you see that?

22. Page 22
HOW TO SEE THE BIG PICTURE ON
HIRING?
Visualization can be critical.
Here we can see the core metrics we are used to - like time to fill - but we see those in context to the hiring process. What this also
helps us to balance out is the workload behind acquiring talent. Often the question with a business leader is about balancing speed
and cost. Business leaders want their key hires sooner, how can you help them see what is involved and what it takes.

23. Page 23
SPEED OR QUALITY OF HIRE?
How do we relate to the business that cost, speed and quality invariably have
an impact on each other when it comes to acquiring talent.

24. Page 24
Keeping Talent

25. Page 25
ARE WE KEEPING THE PEOPLE WE
DON'T WANT TO LOSE?
The first place to start with retaining talent is to make sure you have your eye on regrettable turnover.
Not all turnover is bad. In fact, turnover can be good. New people bring new ideas. Bad fits, find better fits elsewhere.

26. Page 26
WHAT ARE THE LEADING INDICATORS OF
TURNOVER? WHAT PATTERNS EXIST IN OUR
RESIGNATIONS?
With attrition, one of the most common questions people pose is: why? How do you find root causes for something as complex as
people leaving an organization?
Is it because they weren't engaged? Their manager? Their career was stalled? Didn't fit in? Been there so long they needed a
change? Felt rewards didn't match productivity?

27. Page 27
BIG DATA APPROACH TO FINDING TRENDS

28. Page 28
BIG DATA APPROACH TO FINDING WHO
IS AT RISK

29. Page 29
Developing Talent

30. Page 30
ARE WE DEVELOPING OUR BEST AND
BRIGHTEST FASTER THAN EVERYONE ELSE?
What is the average time since promotion broken down by performance and
potential – the 9-box.

31. WHO IS ACQUIRING TALENT FROM THE REST OF
THE ORGANIZATION, AND WHO IS DEVELOPING
TALENT?
Who is promoting into their team, and whose employees are being promoted into roles
outside of their team?
Page 31

32. Page 32
The Real Cost of the
Workforce

33. Page 33
HOW IS OUR TOTAL COST OF
WORKFORCE CHANGING?
Alongside managing our compensation expenses we need to consider our total costs of workforce
and manage areas where costs may be increasing. This is especially important as we shift from
fewer employees and more contingent staff.
We might control compensation costs but add to overall organizational costs through our contingent
labor practices. Total Cost of Workforce will help us to understand and manage this.

34. Page 34
WHICH GROUPS ARE INCREASING THEIR
TOTAL COST OF WORKFORCE MOST?
Managing costs is about knowing what they are and being able to drill down into which groups /
teams or business units are increasing most rapidly.
Having the ability to look at the same data through multiple views allows you to communicate the
most important answers and then back them up with details.

35. Page 35
Reducing Unnecessary
Workforce Costs

36. Page 36
COMPARING ABSENCE COSTS TO
IDENTIFY REDUCTIONS
Benchmarking costs internally gives clear insight into where cost reduction is possible and allows you to focus your
work and track your progress.
Presenting results that show a like for like measure - absence costs per FTE and compares across different business
units, organizational functions locations etc makes this answer clear and compelling.
Managing absence costs is a clear and tangible way that HR can support the organization to achieve its overall
financial goals. Not all absence costs can be eliminated however reductions in this area can lead to substantial overall
cost savings.

37. Page 37
HOW WELL ARE WE MANAGING OUR
OVERTIME AND OTHER SUPPLEMENTAL PAY
COSTS?
The costs associated with supplemental pay are also an important place to monitor. These costs
fluctuate and it is often the case that as other costs are reduced then overtime or supplemental pay
increases to cover the short fall.
Being able to monitor the year over year change with regard to these costs and compare them to
changes in in your base pay is crucial.

38. Page 38
Performance

39. Page 39
PERFORMANCE DISTRIBUTIONS FOR
EMPLOYEES AND MANAGERS
Performance management and the analysis of performance is crucial within an organization. Much as
these systems are criticised it is often the lack of analysis of the outcomes that leads them to be
poorly executed.
Being able to show the distribution of performance for employees and compare that to managers

40. Page 40
DRIVING PERFORMANCE THROUGH
COMPENSATION CHANGES.
Compensation changes are a necessary part of organizational life. The key questions for the
executive is are these changes going to the right people and are they supporting improvements to the
overall productivity and capability of our organization?
Being able to demonstrate the comp increases are going to high performers and / or high potential
employees demonstrates that HR is effective in driving pay for performance and that the increased
compensation dollars are going where they will most benefit the business.

41. Page 41
Diversity

42. Page 42
HOW DIVERSE ARE WE ACROSS OUR
DIFFERENT FUNCTIONAL GROUPS?
Overall diversity is one thing, however it is more insightful to be able to benchmark the diversity of your functional work groups
against those of your industry peers. Knowing whether or not the different job groups within your organization are more or less
diverse than your competitors changes the focus of your diversity initiatives away from purely compliance and towards the more
valuable area of organizational performance and differentiation.
Benchmarking against the Equal Employment Opportunities Commission database gives the most accurate and update
comparison of based on labor participation and data that is 14months old at worst.

43. Page 43
HOW DIVERSE IS OUR LEADERSHIP GROUP?
Leadership diversity is as important to track as overall organizational diversity. Some might argue it is even more
important. Being able to show the organization that diversity initiatives do not just apply to individual contributors but
are bringing a diversity of experience, thought and decision making to the leadership group has important impacts for
the organization.
Leadership decisions drive results and a more diverse leadership group is more likely to build a diverse organization.
Hence this comparison of the diversity of managers to total population will inform how and where you can further your
organizations diversity initiatives and build better results.

44. Page 44
WILL WE MAINTAIN LEADERSHIP
DIVERSITY?
Diversity is not a static state. It is constantly changing as people join and leave the organization. The most important
thing to understand to ensure business results are driven from organizational diversity is the make up of your
succession pool / candidates.
All the work that has been done to build a diverse leadership group can be undone if your succession candidates are
not as diverse as your current leadership. Hence showing the executive that your future senior leadership pipeline will
maintain or build the diversity that supports better results it crucial to demonstrating the strategic contribution of HR.

45. Page 45
You need a plan

46. Page 46
BUT WHAT IS THE PLAN?
The most important comparison against your business is how you are doing against what you said you would do –
your plan.
To create real impact you need to know where you are going, and then monitor that you are doing what you said you
would do. This means analyze, plan, measure, and adjust is a constant way of life – an HR transformation.

47. Being able to tell the story of how headcount is matched to plan is one thing. When you can communicate
both headcount and overall costs provides the full picture that the organization needs in order to balance
the people required to deliver the goals and the financial resources required to support the people.
Costs without people, which is what finance reports, is only half the picture. In the same vein headcount,
without costs, which is often what HR reports is the other half. Reporting the two deliver the type of insight
executives need to be confident in the results and manage staffing and costs towards the short term and
long term goals.
Page 47
WHAT DID WE PLAN TO SPEND?

48. Page 48
KEY QUESTIONS TO ANSWER
48
Where are we
to plan – what
risks should be
be aware of?
BUSINESS PRIORITIES
PEOPLE PRIORITIES
How can we
optimize
employee
movement to
drive
performance?
What are our
actual labor
costs, and
what is driving
change?
How healthy is
our recruiting
pipeline?
What are our
best
performing
sources for top
talent?
Why are
people
resigning, and
who is at risk
of leaving?
How can we
improve on
team
development?
What is our
Total Cost of
Workforce,
and how can
we optimize it?
Are our people
investments
generating the
outcomes we
want?
How can we
leverage
diversity to
drive business
outcomes?
HR TRANSFORMATION

49. Page 49
Q&A
Dave Weisbeck, CSO, Visier
dave.weisbeck@visiercorp.com
www.visier.com