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January 30, 2014
© Human Capital Management Institute
Presents:
Questions Human Capital
Analytics Can Answer
HUMAN C APITAL
M ANAGEMENT INSTITUTE
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About Human Capital Management Institute
HCMI Background:
Specialized in HR analysis &measurement
Deep expertise in Workforce Analytics &Planning
Board made up of CFOs and HR heads
What We Do:
Measure the immeasurable in humancapital
Transform workforce data into businessintelligence
Provide technology, consulting andtraining so HR can partner with Finance
2
SOLVE Workforce Intelligence Software Strategic Consulting Training
Best Practices Workforce Analytics and Planning Benchmarking
The Human Capital Management Institute (HCMI) was founded on the belief that organizations can andmust, find better ways of measuring their investments in human capital. Our vision of the future is one inwhich human capital measurement and information is as integral to business decision making asfinancial information is today.
We Bring Financial Discipline, Standards and Rigor to the HR Function
© Human Capital Management Institute
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HCMI Products and Services
Human Capital Financial Statements• Human Capital Impact Statement • Human Capital Asset Statement • Human Capital Flow Statement
Workforce Quantifier™ ROI Calculator• ROI of Workforce Decisions• Cost of Turnover, Workforce Cost , Cost per Hire• Business Case for HR Interventions
Data Integration Blueprint • Modular Talent Management Components• Detailed Data Dictionary + Metric Formulas• Key Analysis Segments and Dimensions
Human Capital Metrics Handbook • Over 600 Metrics and Detailed Definitions• More than 100 KPI and Best in Class Metrics• Unique Metrics that Monetize Human Capital
Workforce Planning• Link Workforce and Financial Metrics• Advanced Retirement Calculator• Forecast Skills, Costs, Talent and Productivity
CorrelationCoefficient(0-1)
FactorsLeadingtoIncreasedTurnover
Job Title orPosition
Dissatisfaction With Compensation
High vs.Low TurnoverManager
Commute Distance
Driver#3
Driver#2
Driver#1
.50
.33
.27
.02
LowTurnover Impact
HighTurnoverImpact
SomeTurnover Impact
.11
WorkLocation
Numberof Jobsin Last3 Years .70
H i r ed Through Em pl oyee R efer ral .19
Job Framework Mapping• Integrated Taxonomy 15,000+ jobs• Map Critical Job Roles
Workforce Capability Assessment• Data and Systems Capability + Risk Analysis• Human Capital Measurement Standards
Span of Control Optimizer™ Tool
• Benchmark and Optimize Spans• Optimize Management Layers
Career Path Quantifier• ROI of Career Path• Build, Buy or Lease Talent Analysis
Analytic Engagement Projects• High Performer Profiles• Engagement ROI and Sales Impact
• Turnover and Retention Driver Analysis
Initial Reports&
Analysis
Data Gathering
First Good
Metrics
HR Data Warehouse
Drill-down,standardreports
Scenario Analysis
ExternalBenchmarking
Contextfordecisions
Data
Driven Decision
Making!
Turnover,Headcount,Hiring
HRISsystem data
C
OEFormation
Data Errors
HR AnalyticsMandate
HR StandardsEstablishedLostHR
Credibility
HR data/systems Assessed
HR Data Cleansedhistoricaldatascrubbed
Bus.UnitsReject
Analysis
Data Errors
Historicaldatastillbad
1st AnalyticsStudy
Advanced
AnalyticStudies
HR AnalysisValidated
Integrated HR
Databases
COELaunches
TrainingCourses
Bus. UnitsDemand
more
Analyticsjourneysteps
Setbacksalong the way
Journeypath and goal
HR Roadmap Design• Step by Step Actionable Deliverables and Insights• Map for, Systems, Data, Tools, Skills, Metrics + more
Training and Advisory Support • Expert, Guided, Standard and Customized• Ongoing Advisory Support Services• Beginning and Advanced Training
SOLVE Workforce Intelligence Software• Integrated Dashboard, Advanced Tools, Metrics,
Data Blueprint and Predictive Modeling• Automated Completion of HCFS
Statistical Sales Predictor• Predict Revenue by Economic/Workforce Factor• Link to Economic Drivers to Workforce Metrics
© Human Capital Management Institute 3
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Presenter Information
© Human Capital Management Institute 4
Grant Cooperstein, VP Analytics
Grant Cooperstein has over 10 years of experience conducting advanced workforce analyticsand planning projects. In his current role, Grant provides guidance to organizations acrossthe globe, enabling rapid advancement in human capital management practices. Responsiblefor leading consulting engagements, deep content training and product development, he helpsclients drive value and quantify the impact of workforce decisions.
Previously, Grant worked as a human capital consultant for the Infohrm Group, a globalanalytics and planning company. There he led clients from Fortune™ 500 companies andgovernment agencies on their human capital journeys, delivering millions of dollars in cost savings and value creation.
In addition to his consulting background, Mr. Cooperstein has extensive experience as a
Human Resources practitioner. Grant held a position of Workforce Analytics Manager at IndyMac Bank, a premier Financial Services company in North America. In addition toworkforce analytics and planning, he has deep knowledge across multiple HR functions, witha particular focus in Compensation, Performance Management and Recruiting Analytics.
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Background: Measuring Human Capital
© Human Capital Management Institute 5
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Meeting the Need: What Does it Take?
Workforce Measures that “Link” to Business Results “ A single point of data is not enough to make a story”
“ We need context to show value and explain the linkage”
Historical data is important, predictive data is critical “ What will our workforce look like in 5 years ?”
“ Where are we going and do we need to change course ?”
Data is not enough, analytics must show stories and insights “ What are our critical workforce issues ?”
“ What are our critical workforce metrics ?”
© Human Capital Management Institute 6
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The Challenge of Measuring Human Capital
Compensation
Transfers
New HireTurnover
SuccessionData
Turnover
Training
Recruiting
E m p l o y e e D a t
a
Benefits
Span
of Control
Workforce
Planning
SuccessAdvanced
Analytic
Insights
Complexity of Workforce Data
Employee/Full-Time-Equivalent (FTE) Jobs/Roles/Skills
Time - Tenure
Compensation ($ vs. Equity)
Frequency of Change
Promotions, Transfers, Hires,Terminations
Jobs/Roles/Skills
Time - Tenure
Measuring the Intangible
Lack of Standards
Lack of Analytic Skills
© Human Capital Management Institute 7
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Workforce Planning vs. Workforce Analytics
© Human Capital Management Institute 8
Workforce Analytics
Workforce Planning
Present
Future
Past
Predictive Analytics
Trend Analysis
Workforce
Knowledge
Key
Performance
Indicators
Workforce Optimization
Future Scenarios
Workforce Planning
Planning and Analytics
Workforce Analytics
Workforce Planning and Analytics Linkage Strong Workforce Analytics insights enable
future Workforce Planning success.
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The Metrics Journey
Base Data - No Metrics
Calculated Metrics (e.g., Turnover Rate)
Simple Metrics ( e.g., Headcount, Terminations )
Combined Source Metrics (e.g., Time to Profitability)
Insightful Metrics (e.g., Revenue per FTE)
Advanced Metrics combined calculated metrics (e.g., Career Path Ratio)
Index Metrics (e.g., New Hire Success Rate)
Complex Index Metrics (e.g., Quality of Hire)
How do you stack up?
© Human Capital Management Institute 9
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Metrics and the Talent Management Life CycleQuantifying Workforce and HR Impact
What are your organization’s
key metrics at each talentmanagement life cycle stage?
How are workforceproductivity, value and
impact calculated?
10
Recruiting &Hiring
Training
(L & D)
Performance&
Engagement
MobilityCareer Path
Turnover &
RetentionLeadership &Management
© Human Capital Management Institute
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Answering Key Human Capital Questions
with Workforce Analytics
© Human Capital Management Institute 11
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Answering the Right Questions
What if HR could answer the following:
1. Is it better to build, buy or rent talent? What is the right workforce cost?
2. Are leaders effectively managing human capital? Do leaders correlate to employeeengagement, retention and performance?
3. What is our workforce productivity? Is it improving? How do we rank?
4. What is the ROI on our training investment?
What workforce and business issues do you face?
© Human Capital Management Institute 12
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Question 1: Total Cost of Workforce
© Human Capital Management Institute 13
Question:
Is it better to build, buy or rent talent? What is the right workforce cost?
Metric:
TCOW Includes:
Total Cost of Workforce =Total Compensation Costs +
Benefits Costs + Other Workforce Costs
• Employee compensation (salaries/wages, incentives, overtime, equity and other pay)
• Contingent temporary/contract labor (costs)
• Employee benefits and perks (costs)
• HR function cost (e.g., recruiting, training and support)
• Retiree or inactive workforce costs (costs)
Additional Metrics for Consideration:
Internal vs. External Compensation Cost Differential, Internal vs. External Recruiting Cost Differential
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The Bottom Line – Managing Workforce Costs
• Existing cost control tools don’t work (Budget ?)
– Status quo drives binge (hiring) / purge (layoff) cycles – Off-shoring/Outsourcing reduces costs but not competition
• How does TCOW control costs?
– Set targets to budget, forecast, benchmark or improvement goals
– Link to new hire requisitions, hiring freezes, bonus-incentive payouts
–
Benchmark business unit and organizational performance• TCOW as a % of Revenue or as a % of Total Expenses
• 1% TCOW savings at a Fortune 500™ Co. = $30 million
Example 1: Total Cost of Workforce
Example: Business Case for Total Cost of Workforce
An organization with 100,000 employees at the end of 2011 and 100,000 employees at theend of 2012 would appear to have effectively controlled workforce cost by managing totalworkforce headcount.
However, due to increases in benefits, wages, and changes in the workforce such asbonuses, promotions, and mix of jobs hired, organizations with flat headcount growth caneasily (and often do) experience 10% or greater increases in Total Cost of Workforce.
© Human Capital Management Institute 14
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Case Study 1: Defining Career PathsEmployees are Assets to be Developed
Staff Accountant
Mgr., Accounting
Dir., Accounting
Accountant
Sr. Accountant
CAGR: Compound Annual Growth Rate
Accounting Job Family Career Salary Progression
$46,400
$49,600
$59,800
$67,000
$79,100
$94,000
$40,000
$50,000
$60,000
$70,000
$80,000
$90,000
$100,000
0 1 2 3 4 5 6 7 8 9 10 10+
Years of Experience
BaseSalary
Staff Accountant
Accountant
Sr. Accountant
Mgr., Accounting
Dir., Accounting
Ave Annual Rate
Market Rates
(50%-75%ile)
CAGR = 10.0%
$130,000
CAGR = 6.6%
Entry level Staff Accountant
hired at 50%ile needs annual
salary growth of 10.0% to stay
with market(Assumes mkt growth of 3% annually
w progression to . Director in 10
years.)
50th %ile
Insights:
Ten-year cost savings is thearea between the cost of
External Hires compared tothe career path of anInternal Staff Accountant.
Note: Make sure to select the period which will provide the most accurate forecast. In some cases, a run rate based onthe current or last year is optimal, but in ot hers an average of several years or a custom time period is best to use.
Key Metrics:- Total Cost of Workforce- External Hire Compensation Differential- Replacement Hire Compensation Differential
© Human Capital Management Institute 15
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Question 2: Leadership Effectiveness
© Human Capital Management Institute 16
Question:
Are leaders effectively managing human capital? Do leaders correlate toemployee engagement, retention and performance?
Metric:
•A holistic measure encompassing a manager’s total talent managementpractical results and impacts
• Designed to hold senior management accountable for talent management
• Ideally, index metric components should be calculated on an individualmanager basis
Talent ManagementIndex
=
Combination of select key metrics,
weighed by importance and impact tothe organization
Background:
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Example 2: Leadership Effectiveness
• Career Path Ratio
20%
• New Hire HighPerformer Rate
Mobility
• High PerformerTurnover Rate
• % of High Performers
PerformanceManagement
Turnover andRetention
• Overall EmployeeEngagement Rate
EmployeeEngagement
Index
20% 20% 20% 20%
Recruiting andHiring
Talent Management IndexThe Talent Management Index is a holistic measure encompassing a manager’s totaltalent management practical results and impacts. Such a metric can be used as anincentive compensation modifier. It is designed to hold senior management accountable for Talent Management. Ideally, all index metric components should becalculated on an individual manager basis.
Talent Management Index
© Human Capital Management Institute 17
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Case Study 2: Quantifying Manager Effectiveness
Can you quantify which of your managers are more effective at managing talent?
Manager A Manager B• Exceeds business goals
• Hires exp’d employees
• No training
• High turnover
• Low mobility
• Mixed performance
• Low Engagement
• Exceeds business goals
• Hires junior employees
• Trains team personally
• Low turnover
• More transfers/promotions
• High employee performance
• High engagement
Insights:
Manager Quality is a key component of employee turnover
Cohort analysis is segmenting by high- and low-turnovermanagers
Result: Spotting managers with turnover disproportionate toworkforce size
Management
Group
Percent of
Managers
Percent of
Turnover
30%
34%
22%
14%
10%
81%
8%
2%
Low Turnover
High Turnover
New Manager*
1 Employee** 1%
Key Metrics:
Talent Management Index
Manager Stability Rate
Average Supervisor Changes
Percent of High Performers
High-Performer TurnoverRate
© Human Capital Management Institute 18
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Question 3: Workforce Productivity
HC ROI Ratio =(Revenue – (Total Expenses - Total Cost of
Workforce)) / Total Cost of Workforce
© Human Capital Management Institute 19
Question:
What is our workforce productivity? Is it improving? How do we rank?
Metric:
Description:
Net operating profit impact of each dollar invested in human capital.
Background:Organizations tracking Human Capital ROI Ratio can effectively measure the linkage of overalltrends in market value over time (for publicly traded or other organizations for which a relativemarket value is obtainable). Ideally, this metric should be used for long-term strategicpredictions rather than short-term measurement as market value can fluctuate dramatically dueto uncontrollable events as well as industry and market changes.
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Example 3: Workforce Productivity
Traditional
Productivity
Metrics
Leading
Productivity
Metrics
Summary Human Capital Impact Statement
Human Capital ROI Ratio Prior Year Current Year % Chg
Relative Value Add
(Productivity) by
Job Group
© Human Capital Management Institute 20
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Case Study 3: Productivity by Job Category
Questions Answered:
• Which Jobs Have the Highest ROI?
• Which Jobs Create the Most ValueRelative to Cost?
• Which Jobs Have the BestOpportunity for TrainingInvestment?
Human Capital ROI Ratio by Job Family
H u m a n C a p i t a l V a l u e A d d “ R O I ”
Management &
Sr. Leadership
Professional
Staff
Sales Staff
Specialists
Laborers &
Helpers
Operations
Staff
Service
Staff
Adminstrative
Support Staff
Contingent Staff
.00
.50
1.00
1.50
.00
.50
Average Total Compensation Cost
Human Capital ROI Ratio by Job FamilyHuman Capital ROI Ratio by Job CategoryFinancial Services Company
© Human Capital Management Institute 21
Insights:
‐ Focus investment in jobs that give youthe most “bang for your buck”
‐ Analyze rates of change period overperiod for Productivity, TCOW,Revenue, Profit and Total Costs.
Key Metrics:
Human Capital ROI Ratio
Return on Human Capital Investment
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Question 4: ROI of Training
© Human Capital Management Institute 22
Question:
What is the ROI on our training investment?
Metric:
•Not all training is created equal!
• Focus on critical roles and workforce groups such as sales, operations,customer service, and management
• Measure impact of performance, engagement, productivity and retention
Training PerformanceDifferential
=
Total Productivity, Output or
Performance After Training / TotalProductivity, Output or PerformanceBefore Training
Background:
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Case Study 4: ROI of TrainingRetail Sales
• At all levels of tenure, Sales positions completing some or all companycourses have higher production than those that have not.
• Positions with >3 years of tenure completing all company courses produceover $250,000 USD more revenue annually than those with similar tenure
and no training.
• Courses completed does not correlate with tenure; many tenured sales peoplehave not completed company courses.
•
Sales Reps that complete some/all modules are more likely to be from certainlocations. Training results in the most $ benefit at these locations versusothers.
Key Findings:
© Human Capital Management Institute 23
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< 3 Months 3 - 6 Months 6 - 12 Months 12 - 24 Months 24 - 36 Months 36+ Months
E m p l o y e e S
a l e s P r o d u c t i o n
Employee Tenure
Annual Difference Between All and No Courses No Courses Some Courses All Courses
High
Case Study: Training and Sales Performance
Average
Low
Insights:
‐ At all levels of tenure, training by the sales managersignificantly increases employee sales production.
‐ On average, employees completing training courses have
$250,000 higher sales annually.
70% of EEs
10% of EEs
20% of EEs
R2 = .63
Key Metric:
Average Training Performance Differential
Training Effectiveness Index
© Human Capital Management Institute 24
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Next Steps
© Human Capital Management Institute 25
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Metrics Linking Financial Results to Human Capital
Productivity/Value Creation Impact
Low Medium High
High• Open Position Lost Revenue or
Production per Day3
• Market Capitalization value perFTE2
• Management Span of Control
•
High-Performer Productivity Differential• Avg Training Performance Differential
per Employee
• Employee Engagement Revenue Linkage
• Quality of Hire Index
• Profit per FTE2
• TCOW1 per FTE2
• Human Capital ROI Ratio
• Internal vs. External HireCompensation Differential4
• Avg Replacement HireCompensation Cost Differential
• TCOW1 % of Revenue
• TCOW1 % of Expenses
• Revenue per FTE2
• Average Cost of Turnover
• Training Investment per FTE2
• Return on Human Capital Investment
• Employee Engagement Index
• Talent Management Index
• Training Effectiveness Index
• High Performer Turnover Rate
Low
• Job Tenure
• Time to Fill
• Cost per Hire
• Career Path Ratio • Managerial Bench Strength
• Experience & Education Index
• Avg Internal vs. External Cost per HireDifferential
(1.) TCOW = Total Cost of Workforce
(2.) FTE = Full Time Equivalent Workforce
Link toFinancialResults
(3.) Listed in Human Capital Financial Statements as Average Lost Revenue or Production per Day per Position
(4.) Listed in Human Capital Metrics handbook as Internal vs. External Hire Compensation Difference
© Human Capital Management Institute 26
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Workforce Analytics Business Case ROI Examples
• 15% Productivity Gain: Output Up, Costs Down• ($55.0 Billion Package Delivery Co.)
• 5% Reduction in Cost of Workforce (TCOW)(Fortune™ 30 Technology Company)
• Profile to Hire Sales Stars with SuperiorPredictive Metrics ($1.0 Billion Bank)
• ROI of Sales Training ($2.0 Billion Retail Co.)
• Employee Engagement Service LevelRevenue Impact ($1.0 Billion Public Airline)
• 40% Voluntary Turnover Reduction• (Midsized Public Financial Services Co.)
• ROI of Internal vs. External Hires(Public Bank)
$1.1 Billion Annual
$650 Million Annual
$264 Million Annual$1.1 million per Salesperson
$250 Million Annual$250k per Salesperson
$96 Million Annual$5 per flight premium
$12 Million Annual
$6 Million Annual
© Human Capital Management Inst i tu te 27
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© Human Capital Management Institute 28
SOLVE Workforce Intelligence Software
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What you get with SOLVE
CEO/COO CFO
CHRO
HR Function Leads
CIO
• Workforce Productivity
• ROI of the Workforce
• Human Capital Financial Statements
• Tools to Control Workforce Cost
• Automatic HR Data Warehouse
• Data Integration Blueprint
• Integrated Talent Mgmt Scorecard
• HR Power Tools (i.e. ROI Calculator)
• HR Talent Management Dashboards
• Workforce and HR KPI Metrics
© Human Capital Management Institute 29
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SOLVE Methodology Overview
WorkforcePlanning
Workforce ROICalculator
Human CapitalFinancial
Statements
Career PathQuantifier
ScenarioManager
Advanced IndexMetrics
LocationOptimization
(In Development)
WorkforceOverview
Recruitingand Hiring
Performanceand
Engagement
Productivity Turnover Management
MobilityHuman Capital
FinancialStatements
WorkforceROI and
Career Path
Dashboards
(Basic User Suite)Talent Management Dashboards
Advanced Toolset
(Power User Suite)Data Integration
Blueprint
Workforce Standards
Primary Systems
Secondary Systems
External Databases
SOLVE Wizard
1 2 3Foundation
(Data Integration)
Outputs4
Question-Driven Analytics and
Planning
ActionableWorkforce
Insights
PredictiveFinancial and
WorkforceModeling
WorkforceLinkage to
Business Results
QuantifyWorkforce
Productivity andROI
Filter Analysis and Reporting, Compare
Scenarios by Workforce Group, Position, Region,
Location, Location, Business Unit and More.
Build Scenarios, Detailed Analysis and
Modeling for Workforce Groups,
Positions, Regions, Countries,
Locations, Business Units and More .
EE-Level Data and Dimensions,
Configured for Organization
Specific Drivers and Analysis.
© Human Capital Management Institute 30
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Question and Answer
© Human Capital Management Institute 31
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Contact Information:
Human Capital Management Institutewww.hcminst.com
Presenters:
Grant Cooperstein, VP [email protected]
Jody Gilmyers, Consultant [email protected]
For more information about the following products and services, please visit the links below:
SOLVE Workforce Productivit y Reports Human Capital Financial Statements
Training Human Capital Metrics Handbook Thought Leadership
Workforce Intelligence
Consortium Group@HCMI
© Human Capital Management Institute 32