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HR ANALYTICSKevin D Carlson & Michael J Kavanagh                                       EP JOHN                            ...
   Introduction  OVERVIEW   A brief history   Contemporary HR analytics   Main objective   Using HR analytics    Pro...
INTRODUCTION Org decision making Integrated HRIS Y2K TQM, 6 Sigma, Lean Evidence-based management 1984 – Dr Jac Fitz...
SHRM HR EFFECTIVENESS REPORT
CONTEMPORARY HR METRICS &  WORKFORCE ANALYTICS    Expense    Cost & benefit    Learn from the past
MAIN OBJECTIVE   Tell, what you want???   Existing reports???   Acknowledge???
USE OF HR METRICS & WORKFORCE           ANALYTICS   Metrics – data that reflect some    descriptive detail about given pr...
HR ACTIVITIES   Reporting   Dash boards   Bench marking   Data mining   Predictive analyses   Operational experiment...
PROBLEM SOLVING & DECISION MAKING    Decision making, is understanding of      the outcomes that one is attempting to   ...
PROBLEM SOLVING & DECISION MAKING      Common & troublesome view          Struggle to determine what & how to report    ...
COMPONENTS OF HR FUNCTIONALITY               Business partner        Process              Centre of      administration   ...
HR PROCESS EFFICIENCY   Organizational effectiveness       The outcomes are the business units’        operational metri...
MEASUREMENT METRICS & ANALYTICS           BASICS   Getting started       Increase organizational efficiency   The role ...
PUSH & PULL SYSTEMS   PUSH       email   PULL     Posting HR metrics – company      website     Offer of access to in...
THINGS TO REMEMBER   Don’t DO METRICS   Bigger is not always better   Is a journey – not destination   Be willing to l...
HR METRICS & FUTURE Competitive advantage Effective organizational functioning Effective decision making Manage human ...
RESEARCH PAPERS
HOW CAN ORGANISATIONS USE      WORKFORCE ANALYTICS? Forward-looking workforce planning Managing talent acquisition Dive...
WHAT ARE THE KEY SUCCESS           FACTORS?   Start small and build momentum   Focus on capabilities   Use existing tec...
TYPICAL HR CHALLENGES   No accurate view of workforce profile   Lack of visibility in the effectiveness of HR    program...
Hr analytics
Hr analytics
Hr analytics
Hr analytics
Hr analytics
Hr analytics
Hr analytics
Hr analytics
Hr analytics
Hr analytics
Hr analytics
Hr analytics
Hr analytics
Hr analytics
Hr analytics
Hr analytics
Hr analytics
Hr analytics
Hr analytics
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Hr analytics
Hr analytics
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Hr analytics

  1. 1. HR ANALYTICSKevin D Carlson & Michael J Kavanagh EP JOHN 11397044
  2. 2.  Introduction OVERVIEW A brief history Contemporary HR analytics Main objective Using HR analytics Problem solving and decision making HR process efficiency Analytics basics Things to remember
  3. 3. INTRODUCTION Org decision making Integrated HRIS Y2K TQM, 6 Sigma, Lean Evidence-based management 1984 – Dr Jac Fitz-enz,Saratoga Institute
  4. 4. SHRM HR EFFECTIVENESS REPORT
  5. 5. CONTEMPORARY HR METRICS & WORKFORCE ANALYTICS  Expense  Cost & benefit  Learn from the past
  6. 6. MAIN OBJECTIVE Tell, what you want??? Existing reports??? Acknowledge???
  7. 7. USE OF HR METRICS & WORKFORCE ANALYTICS Metrics – data that reflect some descriptive detail about given processes or outcomes. Analytics – strategies for combining data elements into metrics and for examining relationships or changes in metrics. Importance – depends on the problems and opportunities that currently face its managers.
  8. 8. HR ACTIVITIES Reporting Dash boards Bench marking Data mining Predictive analyses Operational experiments Workforce modeling
  9. 9. PROBLEM SOLVING & DECISION MAKING  Decision making, is understanding of  the outcomes that one is attempting to achieve  the factors that influence those outcomes and their current states  knowing available tactical options and their costs
  10. 10. PROBLEM SOLVING & DECISION MAKING  Common & troublesome view  Struggle to determine what & how to report  Report large metrics, that may not be relevant.  Opportunity domains of HR expertise  Centers of excellence  Business partners  Process administration
  11. 11. COMPONENTS OF HR FUNCTIONALITY Business partner Process Centre of administration excellence
  12. 12. HR PROCESS EFFICIENCY Organizational effectiveness  The outcomes are the business units’ operational metrics i.e. Percentage of on- time deliveries, Operational downtime, Lost time accidents, Units sold or Cost per unit. (Operational effectiveness) Strategic realignment  Long term planning
  13. 13. MEASUREMENT METRICS & ANALYTICS BASICS Getting started  Increase organizational efficiency The role of Why???  Intermediate variable effects Putting HR metrics and analytics data in context  Trend information Reporting what we find  Push systems  Pull systems
  14. 14. PUSH & PULL SYSTEMS PUSH  email PULL  Posting HR metrics – company website  Offer of access to information  Access to information
  15. 15. THINGS TO REMEMBER Don’t DO METRICS Bigger is not always better Is a journey – not destination Be willing to learn Avoid the temptation to measure everything aggressively
  16. 16. HR METRICS & FUTURE Competitive advantage Effective organizational functioning Effective decision making Manage human Capital
  17. 17. RESEARCH PAPERS
  18. 18. HOW CAN ORGANISATIONS USE WORKFORCE ANALYTICS? Forward-looking workforce planning Managing talent acquisition Diversity effectiveness Talent potential & progression Proactive retention
  19. 19. WHAT ARE THE KEY SUCCESS FACTORS? Start small and build momentum Focus on capabilities Use existing technology investments Consider cloud to jump-start the effort Use what you learn
  20. 20. TYPICAL HR CHALLENGES No accurate view of workforce profile Lack of visibility in the effectiveness of HR programs Poor alignment of talent management strategy with corporate strategy No standard HR reporting infrastructure Time wasted gathering data to manage & report

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