Post on 24-Jan-2015
description
USG HR Professionals
HR with business impact.
Efficient HR strategy = Return on People = improving your business
results
Source: Lauri Bassi and Daniel McMurrer“Maximizing your return on people”Harvard Business Review, 2007
HR Sonar
HR Analytics
Identify and execute strategic HR projects
Monitor HR performance throughout the organisation
Systems
Organisational
Strategic
CompanyMission
Business Strategy
Operational Strategy
Human Capital
Strategy
Corporate values
Cultural alignment
Motivation management
Capability management
Retention strategy
Workforce planning
HR & Talent Mgt KPI’s Dashboards
Structured HR Performance
Reviews
Talent Mgmt Forecasting &
Planning
Dedicated action plans
IT- enabled Recruitment Management
IT-enabled Performance Management
IT-enabled Evaluation &
Feedback
IT-enabled Training &
Development
Recruitment process
Selection, closing & follow-
up process
Performance measurement &
reporting
Evolution process
Feedback process
Coaching process
Training &Development
process
Rewarding system
Succession planning & monitoring
Competence model
Function profiles
Function classification Careertracks Assessment
methodologyLQ
measurementIndividual
goal setting
Structural performance
reviews
Inventorytraining &
development
Individualdevelopment
plans (ST/MT/LT)
Reward structure
Employee Information
Database
Skills & Competencies
Knowledge Base
HR Sonar ITM-pyramid®
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Key Elements
Processes
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HR Sonar: identify and execute strategic HR projectsWhat?A comprehensive survey + interactive workshops created for both HR management and line management.
Why?An approach for a new HR director to rapidly get a clear view on the maturity of the HR capabilities and identify the key actions.
Identification of actionable priorities/projects to make your HR investment more efficient. (budgeting)
Identifying internal best practices across the organisation.
Deliverable?A comprehensive report with conclusions, recommendations/solutions and possible actions.
At the start of
the project
In discussion with the sponsor, both scope and expectations are defined and documented
Project
Plannin
g
Send out survey and data-gathering
Analysis
Aligning results
Workshop & debriefing
Introduction
Workshop
Business HR Division HR Total surveys
5 customer centers 5 general managers5 business managers
5 HR managers5 HR business partners 20
3 factories 3 general managers3production managers3 engineering managers
3 HR managers3 HR business partners 15
Corporate HR 1
19 16 1 36
At the start of
the project
In discussion with the sponsor, both scope and expectations are defined and documented
Project
Plannin
g
Send out survey and data-gathering
Analysis
Aligning results
Workshop & debriefing
Introduction
Workshop
At the start of
the project
Project
Plannin
g
Selection of key participants, confirmation of planning/timing and mutual roles
Send out survey and data-gathering
Analysis
Aligning results
Workshop & debriefing
Introduction
Workshop
At the start of
the project
Project
Plannin
g
Send out survey and data-gathering
Analysis
Aligning results
Workshop & debriefing
Introduction
Workshop
Explanatory workshop and principles with a number of key participants (buy-in)
At the start of
the project
Project
Plannin
g
Send out survey and data-gathering
HR-Sonar blackbox
HR-mapping rapport
User
User
User
Analysis
Aligning results
Workshop & debriefing
Introduction
Workshop
At the start of
the project
Project
Plannin
g
Send out survey and data-gathering
Analysis of the data, provided by the survey, conducted by USG HR consultants
Analysis
Aligning results
Workshop & debriefing
Introduction
Workshop
At the start of
the project
Project
Plannin
g
Send out survey and data-gathering
Analysis
Aligning results
Analysis and conclusions are aligned with the sponsor and finalized for debriefing
Workshop & debriefing
Introduction
Workshop
At the start of
the project
Project
Plannin
g
Send out survey and data-gathering
Analysis
Aligning results
Workshop & debriefing
Final workshop for sponsor and key stakeholders with conclusions, recommendations and possible actions.
Introduction
Workshop
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What kind of results can you expect?
AnswerQuestion
Employees have a clear view on possible careerperspectives within the organisation.
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What kind of results can you expect?
Question
The company strategy has been determined and its objectives are clearly defined, quantified and documented.
Answer
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What kind of results can you expect?
AnswerQuestion
The level of contribution of an employee towards the realisation of organisational goals is clear.
HR Sonar
HR Analytics
Identify and execute strategic HR projects
Monitor HR performance throughout the organisation
Some HR “facts” we see today
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“Personeelssignalitiek”
“Explosion of data”
“ERP systems”
“80% of HR time spent on answering standard questions”
It’s all about monetizing HR,
improving HR performance & adding HR strategic value …
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What exactly are we talking about?
ANALYTICS• If I introduce a bonus package for my
Top performers, how will my cost base evolve given performance, forecasted revenu plans
• Impact of deployment of a new Performance Management system given Workforce Planning, Retention, market share evolution …
METRICS• Average recruiting lead time per
type of profile• Monthly outstanding critical jobs• % of evaluations filled out
(*) Investing in People: Financial Impact of Human Resource Initiatives, by Wayne Cascio & John Boudreau, Dec 8, 2010, FT Press.
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DescriptiveAnalytics
PredictiveAnalytics
‘Today, HR is hitting the wall’There is a strong need to move from ‘descriptive’ to ‘predictive’ analytics
©iNostix 2013
And move from “Ad Hoc measures” to “Strategic Impact”
What exactly are we talking about?
Critical – Nice to have
Standard – Ad hoc
Daily – Frequent
Operational – Strategic
Standard – Custom
80/20: HUB - HR
Step-by-step transformation
Source: Aberdeen Group, September 2009
Does it really work?