Hr analytics
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This document discusses HR analytics and workforce analytics. It provides an overview of the history and current state of HR analytics. Some key uses of HR analytics include problem solving, decision making, and improving HR process efficiency. The document outlines various HR activities that can be analyzed, such as reporting, benchmarking, and predictive analysis. It emphasizes that HR analytics should focus on relevant metrics and provide context to be most useful. Overall, the document promotes the use of workforce analytics to gain insights that can provide competitive advantages and more effective organizational functioning.
Hr analytics
- 1. HR ANALYTICS Kevin D Carlson & Michael J Kavanagh EP JOHN 11397044
- 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. INTRODUCTION Org decision making Integrated HRIS Y2K TQM, 6 Sigma, Lean Evidence-based management 1984 – Dr Jac Fitz-enz, Saratoga Institute
- 4. SHRM HR EFFECTIVENESS REPORT
- 5. CONTEMPORARY HR METRICS & WORKFORCE ANALYTICS Expense Cost & benefit Learn from the past
- 6. MAIN OBJECTIVE Tell, what you want??? Existing reports??? Acknowledge???
- 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. HR ACTIVITIES Reporting Dash boards Bench marking Data mining Predictive analyses Operational experiments Workforce modeling
- 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. 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. COMPONENTS OF HR FUNCTIONALITY Business partner Process Centre of administration excellence
- 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. 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. PUSH & PULL SYSTEMS PUSH email PULL Posting HR metrics – company website Offer of access to information Access to information
- 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. HR METRICS & FUTURE Competitive advantage Effective organizational functioning Effective decision making Manage human Capital
- 17. RESEARCH PAPERS
- 19. HOW CAN ORGANISATIONS USE WORKFORCE ANALYTICS? Forward-looking workforce planning Managing talent acquisition Diversity effectiveness Talent potential & progression Proactive retention
- 20. 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
- 22. 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