Five Steps to a More Intelligent HR Function Measuring, Analysing & Improving People Performance

2. Five Steps to a More Intelligent HR FunctionMeasuring, Analysing & Improving People Performance Presenters: Bernard Marr, Founder and CEO, Advanced Performance Institute Lorna Daly, Customer Account Manager, Halogen Software UK Today’s Webinar Is Sponsored By Halogen eAppraisal™ is one of the most highly recommended Employee Performance Management solutions on the market. It provides a powerful, flexible and cost-effective way to align goals, deliver detailed performance evaluations, develop critical talent and drive employee performance.

3. How to Participate Today • Open and close your Panel • View, Select, and Test your audio • Submit text questions • Q&A addressed at the end of today’s session • Everyone will receive an email within 24 hours with a link to view a recorded version of today’s session

4. Bernard Marr Today’s Presenters: Founder and CEO, Advanced Performance Institute Lorna Daly Customer Account Manager, Halogen Software, UK

5. Book Giveaway – Stay Tuned

6. Outline Introduction & Background More Intelligent HR Decision Making Intelligent HR strategies Intelligent HR information Intelligent insights Intelligent communication Intelligent decision making Conclusion / Discussion

7. Background ■ ■ Research Consulting Training

8. Companies & Organisations ■ ■ Research Consulting Training

9. The Rowing Analogy

10. The Boat Analogy

11. Losing Weight Analogy

12. The Intelligent Company Model 1. Agree Strategic Objectives and Priorities Strategic Review 5. Make Better-Informed Decisions 2. Collect the Right Management Information Information and Communication Infrastructure 4. Present and Communicate the Insights 3. Analyse the Data and Extract Insights

13. The Intelligent Company Model 1. Agree Strategic Objectives and Priorities Strategic Review 5. Make Better-Informed Decisions 2. Collect the Right Management Information Information and Communication Infrastructure 4. Present and Communicate the Insights 3. Analyse the Data and Extract Insights

14. The Spotlight Analogy

15. Strategy Maps

16. HR strategy map

17. The Intelligent Company Model 1. Agree Strategic Objectives and Priorities Strategic Review 5. Make Better-Informed Decisions 2. Collect the Right Management Information Information and Communication Infrastructure 4. Present and Communicate the Insights 3. Analyse the Data and Extract Insights

18. Using Measures to Inform Decision Making

19. Measuring and Counting

20. Key Performance Questions

21. Measures of People Performance

22. The Intelligent Company Model 1. Agree Strategic Objectives and Priorities Strategic Review 5. Make Better-Informed Decisions 2. Collect the Right Management Information Information and Communication Infrastructure 4. Present and Communicate the Insights 3. Analyse the Data and Extract Insights

23. Analytics & Experiments

24. The Google Case Study

25. The Intelligent Company Model 1. Agree Strategic Objectives and Priorities Strategic Review 5Make Better-Informed Decisions 2. Collect the Right Management Information Information and Communication Infrastructure 4. Present and Communicate the Insights 3. Analyse the Data and Extract Insights

26. Common KPI Dashboard

27. Learning from Newspapers

28. The Intelligent Company Model 1. Agree Strategic Objectives and Priorities Strategic Review 5. Make Better-Informed Decisions 2. Collect the Right Management Information Information and Communication Infrastructure 4. Present and Communicate the Insights 3. Analyse the Data and Extract Insights

29. Performance Review Meetings

30. Performance-Driven Talent Management is a Strategic Imperative Performance management is the backbone to talent management processes. While performance management is the hottest area of buyer activity in talent management today, buyers need to remember the reasons it is so pivotal. It is the potential hub around which all other talent functions can interact. IDC, Putting Performance at the Hub of the Talent Universe , 2008

31. The ROI of Talent Management • Companies with strong talent practices outperformed their peer group, earning 22% higher shareholder returns (McKinsey). • Good people practices can increase a company’s value by as much as 30% (Watson Wyatt). • Firms on the Fortune “100 Best Companies to Work for” list outperform the S&P 500 and the 3000 by as much as 10%.

32. Performance-Driven Talent Management • The Path to Organisational • Talent Management Maturity

33. Performance-Driven Talent Management Helps You Answer…

34. Goal Alignment: Are We All Pulling in the Same Direction? • Culture and goal setting • Strong culture creates a common mindset • Goal setting ensures that the specifics are laid out • Clear set of competencies ensures that you have the skill set to reach your goals

35. Goal Tracking

36. Employee Performance: Nurturing Organisational Competencies • When you aggregate the right performance data, you can: • Determine organisational strengths and weaknesses • Determine departmental, team or individual strengths and weaknesses • Identify low and high performers • See year over year progress

37. Metrics On Competency & Performance • % of strategic competencies attained • Average performance rating by competency • % favorable score by competency sliced by department, location etc. • Competency improvement year on year • High performer average engagement score vs. all others • High performer growth rate • Employee performance rate increase • High to low performer ratio • Performance appraisal participation rate • Sustained high performer rate

38. Dashboard

39. Competency Scores Dashboard

40. Employee Development History

41. Performance-Based Succession PlanningBuilds Bench Strength with Talent Pools • Understanding of what we have and what we need • Understand your areas of risk and retention • Performance vs. potential • Higher ROI on education resources • Allows for proactive internal recruiting • Increases employee engagement An ideal succession management strategy looks at all levels of the organisation, assesses employee skills, and aligns those factors with the company’s vision and financial goals. Source: Bersin & Associates, Succession Management: A Primer, June 2009

42. Succession Metrics • Identification of talent (candidates) • Identification of talent (candidate) pools • Measurement of progress/ development • Stats on talent reviews • High risk positions

43. Succession Planning

44. Talent Inventory 1 = high potential

45. Talent Profile Comparison

46. Talent Profile

47. Built on Delivering Great Value! • Established 2001 • Nearly 2,000 customers worldwide • HQ Canada. Offices in London, UK, Melbourne and Sydney, AU • 100+ customers with more than 5,000 employees • 38 consecutive quarters of record growth • Cash flow positive, built vs bought market share • Recognised as a market leader (Gartner, Bersin, others…) Leaders Magic Quadrant 2009 | 2011

48. Who Buys Halogen? Nearly 2 million users in every industry.

49. And The Book Winners Are…

50. Q&A • Additional questions regarding the content of this webinar? Bernard Marr Bernard.marr@ap-institute.com • To request a free trial or demonstration of the Halogen Talent Management SuiteTM, contact: UK Toll-Free: 0 800 587 4020 www.halogensoftware.co.uk sales@halogensoftware.co.uk