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STAFFING EFFECTIVENESS

STAFFING EFFECTIVENESS. Dr. Jac Fitz-enz CEO Human Capital Source. WHAT TO MEASURE? The Choice of Metrics Depends on Business Initiatives. THE BASIC PRINCIPLE OF PLANNING AND EVALUATING “ceterus paribus” All things being equal……. CAUSES AND EFFECTS.

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STAFFING EFFECTIVENESS

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  1. STAFFING EFFECTIVENESS Dr. Jac Fitz-enz CEO Human Capital Source

  2. WHAT TO MEASURE?The Choice of Metrics Depends on Business Initiatives

  3. THE BASIC PRINCIPLE OF PLANNING AND EVALUATING “ceterus paribus” All things being equal……

  4. CAUSES AND EFFECTS What Happened?:Activity: Cost, Time, Quantity Who – What – Where – When – How Much What Was the Intermediate Effect?:Improvement Quality – Innovation – Productivity – Service Goal Profitability – Market Share (Mission Accomplishment) What Was the Market Effect?:

  5. SAMPLE: CETERUS PARIBUS FROM CAUSE TO EFFECT Quality Hire Better Customer Service Customer Retention & Spend Marketing Spends on New Prospects Profit Increase

  6. TIPS, TRICKS & SYSTEMS The One-Minute Recruiter Benchmarking Systems > > Scan Evaluate Plan > Integrate Process > >

  7. STAFFING: A COMPLEX FUNCTION Strategy Structure Processes Skills Evaluation

  8. STRATEGIC LEVEL CORPORATE INITIATIVES DRIVE STAFFING DECISIONS Reduce Operating Expenses Shorten Time to Market Improve Customer Service Increase Gross Margins

  9. STRUCTURE SOURCING vs. RECRUITING / SELECTION Division of Labor and Motivation Communication Accountability Reward and Recognition ?

  10. MEASUREMENT INVERSION Most Value Least Measured Future Values Process Efficiency Employee Productivity Pay & Benefits Costs Initial Cost to Hire Most Measured Least Value

  11. EFFICIENCY OR EFFECTIVENESS? Cost Time Quantity Quality Reaction

  12. SAMPLE METRICS TIME Response Time Time to Fill Time to Start QUALITY Fit Rating Offer to Acceptance Rate REACTION Manager Satisfaction QUANTITY Number hired / Recruiter Add Rate Replacement Rate Hire to Requisition Ratio Referral Rate Internal Fill Rate COST Cost per Hire Sign on Bonuses

  13. ACCOUNTABILITY SOURCINGRECRUITMENT Select (Cull) Interview Refer Confer/Advise Process: Quality Timeliness Satisfaction Produce Leads: Quantity Quality Timeliness COST

  14. TIME TRACKING POINTS ACTIVITY DATE ET Requisition . . . 2/1 Recruitment Plan . . 2/7 + 6 Begin Sourcing . . 2/10 + 9 First List . . . 2/22 +21 Referral . . . 2/25 +24 Selection . . . 4/15 +64 Offer Made . . . 4/25 +74 Accept / Reject . . 4/28 +77 Onboarding . . . 5/8 +87 Arrival . . . 5/20 +99

  15. LEAPING THE DATA WALL Value Measurement Era Analytics Era (VALUE) (ACTIVITY) • Correlations • Leading Indicators • Intangibles • Predictability • Causation Scorecards Dashboards Benchmarks Ad hoc HR Measures 1980s 1990s 2000s Time Source: Boudreau & Ramstad, & HCS

  16. PROCESS EFFECTIVENESS N= Newspaper, M= Prof Mag, S= Search, E=Referral, J= Job Board, W= Walk In I= Personal Interview, G= Group Interview, T= Test, A= Assessment, O= Onboarding B= Performance, C= Pay Increases, P= Potential Rating, T= Tenure

  17. LINKED MEASURES INITIATIVES Cost Reduction > Time to Market > Customer Service > Gross Margins > EFFECTIVENESS Cost of Staffing Process Timing Fit (Quality) HR Productivity

  18. THE BIG PICTURE STATEGIC CAPACITY SCAN External and Internal forces affecting structural relational and human capital sourcing EVALUATION METRICS Leading Indicators and Intangible Measures for Predictability CAPABILITY PLANNING Workforce and Succession Planning recruiting SERVICE INTEGRATION Integrated Delivery of Human Capital Products and Services PROCESS OPTIMIZATION Redesign Human Capital Processes Input – Throughput – Output

  19. OUR PROBLEM S C&B Production L&D Human Resources PM Sales & Marketing R Customer Service

  20. INTEGRATION “The first thing we've got to do is not to have silos. We had to design our culture and systems to focus on the customer, not on the product line. We reward the behavior we want, which is getting all of our customers' business.” Dick Kovacevich CEO Wells Fargo Bank

  21. INTEGRATED DELIVERY R&D - Production Sales - Service IT - Finance Plan Hire Inform HCM Pay Develop Support

  22. LEADING INDICATORS AND INTANGIBLES Readiness Leadership K Worker Churn (Succession (Survey) (QIPS Levels) Planning) Engagement Culture Manager Effectiveness (Survey)(BPTW)(Tenure: Shrink-CS-T) Commitment Brand Awareness L&D Spend (Productivity (Employee Survey) (ROI Metrics) & Turnover)

  23. FORECASTERS & PREDICTORS Vision Brand Culture LeadershipEngagement Readiness Knowledge Management

  24. WHAT & HOW TO DO IT • 1. Adopt a new vision (Capability) • 2. Connect to the Initiatives (Importance) • 3. Find Competitive Advantages (Change) • 4. Integrate Planning & Delivery (Synchronize) • 5. Measure Predictors (Future Focus)

  25. THANK YOU Dr. Jac Fitz-enz Human Capital Source source@netgate.net 408.223.7750 8321 Pinotage Court – San Jose, CA 95135

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