JUNE 2012 MARCH 2014 Introduction OrgVue and Concentra.
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Transcript of JUNE 2012 MARCH 2014 Introduction OrgVue and Concentra.
JUNE 2012MARCH 2014
Introduction
OrgVue and Concentra
2Confidential |
How OrgVue is applied
Typical steps and benefits
1. Data integration
– Data loading
– Checking data quality
– Data cleansing
2. Core analysis
– Org charting
– People analytics & demographics
– Standard reports & dashboards
3. Understanding causes
– Trends over time - history
– Extra data capture – web forms and surveys
– Multi-aspect modelling: objectives, activities, competencies, roles
4. Prediction and planning
– Organisation Design
– Workforce planning
– Objective Management
3Confidential |
Model organisation design scenarios
Scenario modelling
2013
2015
Cost change: £7.2mHeadcount change: 98 FTE
4Confidential |
Develop employee flight risk algorithms
Flight risk fishbone
FLIGHT RISK
EMPLOYEE POTENTIAL
TENURE IN ORGANISATION
TENURE IN ROLE
TEAM ATTRITION LEVELS
EMPLOYEE PERFORMANCE
MANAGER FLIGHT RISK
ASSESSMENT
BRADFORD FACTOR
EMPLOYEE ENGAGEMENT
Source Data Calculated Property
Source Data Source Data
Calculated Property
Calculated Property
Calculated Property
Source Data
5Confidential |
…and compare flight risk vs performance as an input into succession planningMeasuring Flight Risk vs. Performance – Or Any Other Properties
The key question is how ‘Critical’ Roles are defined (i.e. technical vs. leadership vs. other)
6Confidential |
OrgVue can hold budget FTE, forecast FTE and actual FTE for each roleBudget vs. Forecast
By role, what is the actual vs budget vs forecast vs to be
recruited
See within Org Structure with a chart for each role…coloured by
the largest gaps
7Confidential |
Headcount change month on month can be tracked vs. plan
Waterfall over time
8Confidential |
If recruitment is needed, the pipeline can be tracked per role
Pipeline snapshots
9Confidential |
And interview results can be captured and visualised in OrgVue
Workflow reporting and tracking
10Confidential |
Objective management breaks down objectives, links them to people and aggregates progress
Cascade through organisation: Edit using web form: Track BRAG/time:
Sign-off: Track along 4 dimensions:Link to people/roles:
Implementing OrgVue
12Confidential |
HR Analytics is a journey, with hundreds of pertinent questions to ask and answer along the wayThe HR Analytics journey and questions
LAY THE FOUNDATIONS MAKE DATA-DRIVEN DECISIONS
MONITOR THE BUSINESS PLAN THE FUTURE MANAGE OUTCOMES
BUSINESS CASE
RESOURCING
ORG. IMPROVE-MENT
TALENT MANAGEMENT
DIMENSIONS OF ANALYSIS
• Function cost• Function cost vs.
revenue• Direct vs. indirect cost
• Function ‘x’ cost vs. Function ‘y’ cost
• Function ‘x’ cost vs. total Function cost
• Total process cost• Process cost vs. revenue• Process ‘x’ cost vs.
process ‘y’ cost
• Age profile• Gender split (%)• Length of employment
profile• Time to retire profile
• % employed less than ‘n’-years
• % split of dimension for period ‘n’
• % minorities• Attrition in time period ‘n’• External hires vs. internal
moves• Performance profile
• % new recruits who achieve ‘x’ or better
• Promotions within time period ‘n’
• Recruitment cost as % of year 1 salary
• Number of employees• Number of FTEs
• Avg. span of control• Management vs. non-
management• Client-facing vs. support
FTEs
• % vacancies• % employees on sick
leave• Number of vacancies
• % of cost from new activities
• % activities from process within role
• Reporting line changes
• Overall engagement score
• Engagement score by question
• Absenteeism• Holidays
• Days training• % time allocated to
strategic activities• % cost from strategic
activities
• Competency gaps (count, hours)
• % new recruits with ‘x’ competency
• % competency gap by process
• TIG vs. competencies required for promotion
• Age• Gender• Geography• Business unit
• Employment type• Grade• Market segment• Race
• Central vs. De-central• Core vs. non-core• Strategic, Tactical,
Administrative
• Language• Nationality
• Employee interests and hobbies
• Specialties
13Confidential |
Implementation timelines are typically 3-6 weeks, depending on scope and data availabilityExample timeline
2013
Week 0 Week 2 Week 4 Week 6
HR Analytics implementation into the business
• Establishing and training champions going forward
• Confirming dashboard set up
• Identifying priority items for analytical projects over 12 months
KEY
AC
TIVI
TIES
Leveraging OrgVue
• Client entry into community of users
• Access to benchmark sets of standard processes, data and decisions
Map existing data sets
• MI, Payroll, Other HR datasets
• Performance datasets
• Agree owners & governance
Trial loading & initial analytics
• Work with HR MI teams to identify current analytics and aspirations; prioritise new reports by benefit ratio
02 DEC 2013 31 JAN 2014
Dataset integration
• Establish & test regular dataload cycle
• Auditability and change reporting
On-going training and coaching for HR & business analytics teams; define skills and training for HRBPs; offer Org Design training
Project kick-off First iteration of outputs
12 DEC 2013
Second iteration of outputs
17 JAN 2014
Completion of dataload,
dashboards and final outputs
Steering Committee
Steering Committee
Key outputs• Integrated data system• Dashboards delivering value to HR• Prioritised analytical projects for 12+ months
14Confidential |
The first step is to map the data sources, owners and governance for feeding data into OrgVueData source table
Current system
Data content Owner Governance Can be tracked in OrgVue?
Proposed frequency
SAP Key HR data Insert name OrgVue updates listed & fed back to core system
Yes Daily
SAP Financial data Insert name One way – no changes in OrgVue
Yes Monthly
ADP, others, multiple payroll providers
Payroll data Insert name OrgVue updates listed & fed back to core system
Yes Monthly
Talent Link Recruitment information Insert name One way – no changes in OrgVue
Yes Monthly
Future LMS Learning & training course data
Insert name Tbc Yes Tbc
Future Talent Management System
Hi-Po information Insert name Data created in meetings using OrgVue
Yes Tbc
15Confidential |
The system requirements for OrgVue are simple
System requirements
• Data in csv format for copy and paste
• API access for automated data upload
• Broadband internet access
• Email access for initial setup & password refresh
• Any internet browser running the most recent version of Flash Player (currently 11.0 or greater)
DATA SOURCE REQUIREMENTS USER DESKTOP REQUIREMENTS
Case studies
17Confidential |
Global Services Co delivers 20% headquarter cost reduction
Modelling existing & scenario planning to-be HQ organisation
Situation and complication
• A global services company sought to rationalise its central functions, to deliver better services at costs at least 20% lower.
• The project team needed to model change in organisational structures, to visual the new organisation diagrams and to map costs into roles.
• Traditional solutions were too slow for the fast-moving project
Solution
• Existing spreadsheets converted to new organisation diagrams in a day
• Financial and resource impact of each scenario was modelled, allowing fact-based decisions on new structures
• Client analysts modelled changes live in OrgVue O.D. workshops
Benefits
• Decisions on change made in 2 weeks, where the project had previously been stuck for 2 months “in Excel hell”
• Spans of control corrected; 500 FTE saved from 2500 FTE starting point
• Decisions communicated to teams meeting consultation deadlines
From this
To this
18Confidential |
Council HR Director improves data quality and gets immediate insights across up to 16,000 peopleData quality improvement and HR insights
Situation and complication
• A council had fragmented people information and slow update processes
• Operational managers had low confidence in data accuracy, speed to update and therefore did not seek strategic advice from HR
• It was hard for the HR team to give insightful answers on demographics, absence, pay, performance and customer impact.
Solution
• OrgVue was auto-fed every day with data from a new HRIS
• The HR establishment teams took sections of the data, reviewed with the business and updated with good change control
• The HR team used OrgVue to run business questions and get insights
Benefits
• “Questions that used to take 3.5 days to answer can now be answered in 10 minutes. I can answer questions I didn't even realise I had. It's like seeing my organisation in 3D rather than 2D” - Helen Grantham, Service Director for People and Customers
19Confidential |
International logistics company achieves consolidated HR data across 18 countriesProviding “global visibility of all our people”
Situation and complication
• A global leader in parts distribution had operations in 18 countries – and no way of integrating its HR data
• Installing a global solution to replace local HRIS would cost $$millions
• The business could not answer regulatory questions even on basics like headcount, cost, gender and employment status
Solution
• OrgVue integrated data from >47 datasets around the world
• Local operations retained their local systems, but OrgVue provided central consolidation, change tracking, cleansing and correction
Benefits
• HR took on a new role, contributing to strategic discussions and scenario planning with reliable people data
• “For us the real power is that at last we have global visibility of all our people around the world”
20Confidential |
HR team gains tools and skills to carry out process re-engineering
Process cost modelled by linking People to Activities
Situation and complication
• An HR team wanted to re-engineer its own processes, simplifying and in some cases automating its more transactional work
• No-one had ever evaluated working time, volumes and costs of HR processes
Solution
• The HR team leveraged existing OrgVue data on headcount and costs
• The HR team linked role costs to activities
• Exact costs of the As-Is and To-Be processes showed a XX% cost reduction
Benefits
• “We can identify which processes are worth re-engineering, and where automation does – and doesn’t – make sense”
• HR’s new capabilities mean it can now offer re-engineering insights to other functions: a business-focus that it had previously not been able to offer
21Confidential |
Strategy Director drives price and process improvement from a full Cost-to-Serve modelFull Cost-to-Serve model using OrgVue linking
Situation and complication
• A strategy director wanting to drive multiple initiatives
• Poor quality data inhibited analysis and action
• No alignment of local process maps to global standards
Solution
• All headcount data loaded & verified from the Payroll system
• Roles linked to As-Is Activities, then Activities to Customers
• Consolidated view of activity costs, customer costs and customer profitability
Benefits
• Pricing now uses true costs; identifying uneconomic customers & services
• Cost insights now motivate businesses to drive process re-engineering. e.g. >£2m of ‘hidden’ cost from just one process now exposed
• Value adding services can be promoted; insights can be sustained
22Confidential |
Healthcare CEO achieves clarity on objectives and progress from top to bottom in under 3 monthsObjectives Management implementation & training
Situation and complication
• The CEO wanted clarity on objectives, accountability and progress vs. plan – with a pilot solution within 2 months
• The 4000-person healthcare trust had never mapped accountability in detail
Solution
• All objectives cascaded from top to bottom using OrgVue
• Objectives weighted by importance and given individual performance bands
• Actuals tracked monthly and progress vs. plan rolled up to the top
• Executives, trainers, managers and HRBPs trained in system & skills
Benefits
• Clarity on initial accountabilities
• Weighting made sure objectives were kept in balance
• Divergences from plan began to be identified early enough for intervention
Set objectives:
Track BRAG over time:
Sign-off:
Cascade:
About Concentra
24Confidential |
Concentra: a firm that provides technology to deliver consulting value
Concentra is an award winning operations consulting, analytics and technology firm. We are at the forefront of a new and growing business model in delivering operational efficiencies. We call it ‘productising consulting’ – which means putting technology in clients’ hands to drive lasting performance improvements
Productising consulting
Source:
Concentra company history• The company is an offshoot from A.T. Kearney Management Consulting. Formed in
2008, we are backed by venture capital investment
• Our solutions are designed to capture long term operational gains and leave newly acquired capabilities within the client’s organisation
• Winner of numerous awards for innovation and recently won the award for most innovative company in the Sunday Times ‘Tech Track 100’ (December 2011)
Our unique combination of capabilities
INNOVATIVE TECHNOLOGY
We use a range of technologies to build out the right solutions for our clients
DATA ANALYTICS
We help our clients achieve better results by the way we aggregate, interrogate and analyse data
OPERATIONS MANAGEMENT
We focus on performance improvement and delivering business change
10 AWARDS FOR EXCELLENCE AND
INNOVATION
25Confidential |
Concentra carries out cutting edge analytics work
Summary of 5 analytics case studies
Sector Topic Analytical challenge
Results
1 Healthcare Patient pathways
>3 million patients Tool for identifying and driving better pathways
2 Supply chain
Inventory reduction
$450 million spend Stock reduction of $150m
3 Global services
HQ org redesign
2,500 employees 20% cost reduction planned in <4 weeks
4 Logistics Post-merger integration
Optimise number of depots
$15m in forecast savings
5 Building products
Price analytics Analysis of 100 demand drivers globally
$35m in revenue uplift from pricing revisions
26Confidential |
Revolutionise the way you see, plan and manage your organisation
For more information contact us at: [email protected]