Analytics Everywhere: Integrating Measurement of Learning, Talent Management, and Diversity

1. Analytics Everywhere: Integrating Measurement of Learning,Talent Management, and Diversity • Presenter • John Kranz • Product Manager • Workforce Planning and Analytics Division

2. Agenda • About Peoplefluent • Data, Metrics and Analytics • Integrated Analytics Approach • Solutions Overview • Questions

3. Who We Are

4. Why Peoplefluent?Strong History & Proven Track Record • Over 5,100 customers • Over 6 million end users of SaaS products in more than 214 countries & territories • Peoplefluent solutions serve 80 of the Fortune 100 • Over 550 Employees worldwide • Founded in 1997 – over 15 years of total workforce talent management experience • Peoplefluent is privately held by Bedford Funding, a private equity firm focused solely on the Human Capital Management marketplace

5. A Holistic Approach The most comprehensive suite of talent solutions in the market today We Help Our Customers Realize the Potential Of Their People Goals, Performance & Succession Total Compensation Workforce Planning Learning & Development Enterprise Collaboration Compliance & Diversity Recruiting & Onboarding Contingent Management Social Mobile Profiles Analytics

6. Data vs. Metric vs. Analytics

7. Measure that is collected with no specific goal in mind Data

8. 83% of all data migration projects either fail outright or suffer significant cost overruns and/or delays Lack of confidence in data will block decision-makers from taking action Lack in timely delivery of data delays proper decision-makingand analysis Data Integrity

9. A measurement with the goal of gauging some quantifiable component of a company’s performance Measures become Metrics when you set goals and thresholds the measure will be compared against Trending of Metrics tells afuller story and provideshistorical context Benchmarking of select KPIsmay help reveal problems Metric

10. Metrics for the sake of metrics (not tied to business goals) Too many metrics Metrics not driving an intended action Usually only “standard measures” – 80/20 rule No record of methodology, formula or definition No comparison figures (benchmarking and/or trends) Data extraction difficulty Common Metric Selection Mistakes

11. Metric that reflects critical factors for success Helps measure progress towards strategic goals Must be selected and customized based on objectives and priorities of each organization Usually target-based with explicit thresholds Examples Time to Fill Critical Roles Employee Engagement Score Key Performance Indicator

12. Analytics depend on the problems and opportunities an organization faces Problems and opportunities lead to the metrics that decision makers need in order to perform analyses Analyses is what informsdecision makers Analytics

13. Common Process of Using HR Metrics “Knowledge” “Information” “Data”

14. Example: Retention of Key Talent

15. Process by which we transform measures, metrics, KPIs into insight to create value Information that can be used to make business decisions Highest purpose – to create business indicators to help management chart the course of the business Metrics Analytics Strategy Human Capital Analytics

16. Metrics vs. Analytics Source: Cathy Missildine-Martin, Profitability Through Human Capital, 2011

17. Integrated Analytics is the Cornerstone for Talent Management and Workforce Planning • Analytics is increasingly driving the alignment of people with planning • When Aberdeen Group surveyed 250 organizations for its 2012 Analytics in Action study, integration of talent and business strategy was the #1 initiative in place among all of the organizations • Organizations need visibility into talent data and an understanding of the gap between available talent and the business need

18. Integrated Analytics in Action • Build scenarios that unlock information to drive business results • Forecast to allow decision makers to be pro-active and to help ensure achievement of goals • Accountability driven by setting goals to track workforce results • Alerting leaders when key performance indicators go out of threshold or simply trend in the wrong direction.  • Collaborating through an interactive environment to understand workforce issues and take action • Predicting trends and drive actions that will effect the future • Guiding executive decisions with concise, boardroom-ready focus and expert analysis along with documented business conversation and collaboration

19. Greatest HR Challenges Faced by Today’s Leaders

20. HR Activities, Initiatives, Programs • Hiring / On-Boarding • Retention / Employee Separation • Employee Attitudes • Benefits / Work-Life Balance Initiatives • Development / Training • Productivity • Customer Satisfaction / Loyalty • Safety • Quality • Profitability

21. Talent Life Cycle

22. Strategic Planning • Critical to map talent investment costs to business goals • Identify strategic roles $7000 Cost per day when operating without a key player (Sullivan, 2005) • Successor pool coverage • Headcount demand (Workforce Planning)

23. Talent Acquisition • Increase the quality of hire by identifying the best sources of hire • Employee referrals deliver positive ROI • Quality of hire per source • Contractor cost • Time to Fill • Offers Accepted

24. Onboarding • Strategic onboarding program increases engagement levels, and can decrease costs going forward • Low engagement levels have a real impact on the bottom line 30-50% 60/80% • New hire engagement score • New hire voluntary attrition • New hire performance rating Source: Human Capital Institute

25. Learning & Development • New hire and ongoing – ensure all employees have the skills and tools they need to succeed • What is the ROI? • Training completion rate • Internal placement rate • Employee Trained Average Performance Rating • Untrained Employees Average Performance Rating • Training Performance Differential • Training Expense per Employee

26. The HR Scorecard Ongoing research program includes over 2,800 corporations Becker Huselid Ulrich

27. Coaching/Mentoring • Can help overcome costly performance problems • There is value to putting coaching and mentoring programs in place. However, there are also costs. • OI Partners research: http://www.oipartners.net/Libraries/Reports/2013_national_retention_survey_report.sflb.ashx • Business impact of coaching program (ROI) • Participation in mentoring programs

28. Retention • High performer retention • Critical role retention • Employee engagement score Source: Corporate Leadership Council Research

29. The Importance of Planning • Workforce is the largest expense for most organizations and should be the largest player in organizational planning • 67% of companies believe analytics create a competitive advantage (MIT Sloan Management Review)

30. The Importance of Planning Source: KPMG’s 10 Steps to Strategic Workforce Planning

31. Create defined roles for organizational leaders Integrate workforce planning with strategic planning Apply corporate values to focus workforce planning Use innovative tools to customize and communicate workforce planning across the organization The Importance of Planning Source: Carol Morrison from i4cpApril 24, 2013

32. Do we have the talent in place to meet our strategic goals?

33. Do we have the talent in place to meet our strategic goals?

34. Do we have the talent in place to meet our strategic goals? • Translate business strategy into organizational capabilities • Determine the talent needed to deliver on organizational capabilities • Confirm current talent needs and future talent forecasts • Conduct a talent gap analysis for current and future states • Identify actions and investments to close current and future talent gaps Source: Sibson Consulting

35. Solutions Review

36. Questions?

37. Thank You! John Kranz Product Manager p. 214-278-5148 e. johnk@aquire.com Don’t Miss WISDOM 2013! September 22-25, 2013 |Orlando, FL • Find Peoplefluent on… • Twitter: twitter.com/peoplefluent • LinkedIn: linkedin.com/company/peoplefluent • Facebook: facebook.com/peoplefluent • Blog: peoplefluent.com/resources/peoplefluent-blog