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2. Special Thanks Jeff Hackel Veridian Homes Laura Jaggi North Central Management Vicki Kampmeier TDS Lee Wiersma UW Credit Union Diane Rivers Berbee Information Services Jodi Chandler First Business Financial Claudio Diaz Wipfli LLP Jane Lindebak Home Savings Bank Scott Pollak PwC Saratoga Jim Ellis PwC Saratoga It is with great gratitude and humility that I thankthese leaders and organizations for theirfaith, dedication & sacrifice. Without it, this project would not have succeeded. Dan Loichinger, CMC 3. Todays Agenda 10 Minutes
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4. Background
5. Background Project Development
6. Background Multi-Client Challenges
75 thpercentile Median 25 Percentile $66,180 $1,253 60:1 $80,143 $1,610 92:1 $92,288 $2,211 111:1 Industry Benchmarks Median $1,359 HR Expense per FTE Median $ 91,028 HR Labor Cost per HR FTE Median 122:1 HR Headcount Ratio Target Company XResults 7. Background Line of Sight: Strategy to Metric Develop a nimble workforce with reach Develop a succession plan for sustainable workforce Become an Employer of Choice and improve employer reputation Metrics Revenue per FTE Poor Quality Hire Rate Human Capital ROI Voluntary Separation Rate Compa Ratio Average Tenure People Drivers Business Strategies Increase Worker Productivity Drive World Class Hiring Practices Align Workforce To Goals Develop the Leaders of the Future Invest in Employee Training Control Expenses Engage Employees Pay Employees AppropriatelyDevelop Culture Bench Strength Training Cost Factor Labor Cost As a Percent of Revenue People Strategies To Meet Requirement Grow the Business Improve Profitability Greater Market Agility and Responsiveness 8. Background GMA SHRM Presentation: The Role of HR Measurement
9. Background GMA SHRM Presentation: The Benefits of Effective HR Measurement
10. Background GMA SHRM Presentation: Optimizing HRs Role Optimal HR Organization Performance Requires Strategic Alignment Configuring HR to deliver high value services, practices and programs that meet business and human capital needs HR Service Delivery Strategy Practices Services Programs Human Capital Strategy Business Objectives Prioritizes Supports Drives Executes Where HR focuses a majority of its effort 11. Background GMA SHRM Presentation: Decision Guidance Model Talent Optimization Workforce Engagement Workforce Analytics HR Service Delivery Effectiveness HR Customer Satisfaction Process Efficiency & Cost Effectiveness Survey Metrics HR Program Effectiveness Program Satisfaction Total Program Costs By linking opinions to outcomes we can identify the leading indicators to future outcomes 12. Workforce Workforce Engagement Survey Workforce Analytics Metrics
Voluntary turnover in our organization is22% And costs us $17 M Background GMA SHRM Presentation: Decision Guidance Model 13. Background GMA SHRM Presentation: Decision Guidance Model Workforce Process Efficiency & Cost Effectiveness Workforce Analytics
Training investment per employee Is 25 percentile orlower HR Delivery Metrics 14. Readiness Assessment Saratoga 15. Madison HCA Measurement Overview Managing and Communicating Results Gaining Buy-in Business Case for Measurement Utilizing Scorecards
16. Opening Thought:All Eyes Are on HR The average organization invests 28 in compensation and benefits to get $1 in revenueRE T U R N ? 17. Conducting Stakeholder Assessments How Done Today IT HR UsersLine Users Line General Management Executives Risks to Changing How Can be done Better What are the educational requirements Information Requirements Stakeholder Group 18. Tools and Methodologies Saratoga 19. Making a Business Case
Business Case Measurement Return Deliverables Resources Risks 20. Measurement Return Workforce and HR Measurement leads to three types of improvements: HR Efficiency HR Effective-ness Workforce Improvement Magnitude of Improvement Line and Executive Interest 21. Measurement Deliverables Samples include Technology, Change management, etc. Weekly/Bi-weekly Web-based portal & application Deliver near-real time data to line management Workforce Scorecard Support business strategies Ad hoc as needed Tables and analysis Assess Hiring Sources Hiring Strategy Review Leadership commitment and follow through on results Monthly Hardcopy Spreadsheet Review at HR Leadership meetings HR Scorecard Annually Frequency Numbers support text, analysis and findings Hard and Soft copy report Annual presentation to Board on workforce investment Corporate People Report Support Media Purpose Deliverable Name 22. Measurement Risks Our Number Paradox Anyone thats developed a number views it as fluid, dynamic, Works in Progress But Anyone that views a number considers it the Rock of Gibraltar
23. Measurement Resources People Systems Information Consultants Individual contributor, (half time?) Director and Team Existing Reporting Team Running queries on existing systems and export to excel Develop a cube Data Warehouse and Implementation Saratoga or Other subscriptions Survey normative databases Associations/Consortiums Training/Conferences/Events Project Management Analysis & Communications Training/Change Management 24. Strategies - Definition Business Strategies People Strategies Business Strategies People Strategies Need to Leverage(i.e. copy)existing language and documentation The overall plan that drives actions to achieve business objectives for an organizationAn organizations overall plan for its human capital (workforce) that identifies areas to execute business strategies and achieve business objectives Select the top two to four strategies most critical 25. Strategies Sample Business Strategies Business Strategies People Strategies Sample Business Strategies Need to Leverage(copy)existing language and documentation Improve Profitability/ Shareholder return Grow Revenue Control Costs Improve Customer Service/ Satisfaction Develop New Products Expand Geographically Acquire and Merge New Businesses Improve Safety Improve Leadership/ Business Sustainability 26. Strategies Sample People Strategies Business Strategies People Strategies Sample People Strategies Need to Leverage(copy)existing language and documentation Attract the Right Talent Retain the Right People Reward Appropriately for Both Company and Employee Develop Talent Run HR Like a Business Leadership Development Develop a Culture Engage the Workforce Manage Performance 27. People Drivers The Bridge Between Strategies andHR Interventions People Drivers People Drivers
Increase Worker Productivity Drive World Class Hiring Practices Align Workforce To Goals Develop the Leaders of the Future Invest in Employee Training Control Expenses Engage Employees Pay Employees AppropriatelyDevelop Culture 28. Measure People Drivers, notInterventions Develop a nimble workforce with reach Metrics People Drivers Revenue per FTE Increase Worker Productivity Poor Quality Hire Rate Successful Hiring Practices Human Capital ROI Align Workforce To Goals People Strategies To Meet Requirement Intervention Develop a workforce planEvaluate Low Performer Strategy Implement a Coaching Program Process Map to Improve Line/ HR communications Implement Applicant Tracking System Optimize Source of Hire Evaluate Compensation Strategy Implement a Performance Management System 29. Participant Feedback Saratoga 30. Participant Quotes The workshop series presented by PwC & Saratoga on strategic HR measurement and development has been phenomenal.The presenters have facilitated a systematic process of assessing the business climate and strategic initiatives of our company and then delivered the tools to create measures.The tool has a cascading effect starting with the overall business strategies, moving to the people strategies, then linking to people drivers, and finally ending with the applicable measures.I highly recommend this workshop series to any organization looking to enhance their measurement practices.Jeff Hackel, Vice President, Human Resources 31. Lessons Learned Saratoga 32. Key Findings Successful Initiatives
33. Key Findings - Metric Selection Discussions
34. Communicating Results - Messaging
Determine the right message to be conveyed with the measurement information that addresses: 35. Communicating Results - Timing
Measurement should be delivered on a frequency that provides necessary information to the audience as required.Ideally, this information will coincide with broader measurement efforts such as: 36. Communicating Results Avoiding Pitfalls
37. Presenter Biographies
38. Saratoga