Gain leaders trust to sharpen the human capital agenda. Navigate across contexts to create tangible impact

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4 Gain leaders trust to sharpen the human capital agenda Navigate across contexts to create tangible impact Understand business imperatives, connect people initiatives

5 Alumni refer someone for an AHLC course Flagship certificate courses for HR professionals Is the median participant experience Bespoke HR capability journeys for organizations Alumni feel empowered to drive business results HR leaders are a part of our alumni community HR professionals have received training via our courses

6 Comprehensive Assessment Assignment Learning Lab Online Discussion E-Learnings Registration

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8 Business Required Capabilities and Implications for HR Priorities and Alignment and 1 Strategy 2 Human Capital Strategy 3 Roadmap 4 Readiness 5 Success Measures Unpacking elements of the business strategy, not defining the business strategy. Primary Business Strategy: Cost Leadership Differentiation o Product Innovation o Customer Intimacy Other Considerations: Market Dynamics and Competitive Landscape Geographic Expansion Risk/Regulatory Compliance Pressure Execution of Major Investments/ Committed Initiative 2a 2b 2c Human Capital Strategy Components Strategic statements that support the business strategy, establish HR s focus, identifying key gaps to close. Ideally a rolling 3-year commitment. Workforce and Organization Design Acquisition and Development Total Rewards Leadership Culture Required Organizational Capabilities and Implications Critical questions that identify the key capabilities required to drive the business strategy and the relevant implications. Human Capital Strategy Components Will these strategies increase or impede employee engagement and how will they align or depart from the existing employee value proposition? Where are you today and what needs to change? HR and People Initiatives that support the Business and Human Capital strategy with a prioritization of initiatives and sequencing. Start (new initiatives):.... Continue (or adjust):.... Stop (not aligned to strategy):.... Addressing the Funding Gap: How to ensure we have the capital to put towards new initiatives Sequencing/Roadmap: 1-3 year journey mapped with dependencies 4a 4b Business Leadership Alignment & Readiness An assessment of organization and leadership readiness for change in support of the human capital strategy. HR Functional Alignment & Readiness Does the structure and capabilities of the HR function support the strategic initiatives? People Process Technology HR Organization Design Governance How will we measure the outcomes of the human capital strategy and the portfolio of HR program priorities? Balanced scorecard items to consider: Measures that link to business outcomes Customer perspective, including: business executives, employees, and results Operational/ financial effectiveness measures for HR External perspectives such as benchmarks

9 Showcase the robustness of the process through which an outcome is achieved Usage of workforce plans Measure impact of the people or business outcomes of any process First year engagement of new hires Check on input maximization and cost benefit analysis Cost per hire by source Measure the effect of the final output on the key goals New hire performance index by source Predictive forecasting of results through underlying assumptions Bench strength talent ratio for critical roles Post activity analysis on an ongoing basis to measure change Attrition rate analysis

10 Descriptive Analytics Predictive Analytics Prescriptive Analytics Understand past and current business performance and make informed decisions. Workforce forecast accuracy Analyze past performance in an effort to predict the future by examining historical data, detecting patterns or relationships. Culture fit for new hires Prediction Causation Help decision maker to identify the optimal alternative in problems with multiple conflicting criteria. Wage bill optimization model Correlation Benchmark Scorecards & Dashboards Anecdotes

11 Ability to frame a problem accurately Ability to discern relationships and linkages Reliable Data Efficient Technology Ability to cut through the complexity and focus on the essence Leadership Sponsorship Line Managers Support Data Geeks HR Experts Ability to step back from the problem and think ahead

12 Enlighten Narrative coupled with data gives adequate context to the audience and helps understand the importance of a particular insight. Often interesting insights and outliers are hidden in data. Visuals applied to data help the audience look beyond the obvious. Helping individuals immerse into the experience. Visuals and narrative together can help influence and drive change.

13 Ensure veracity and accuracy of data. Identify an effective and relevant tool Continued cadence will drive the next evolution of HR and help partner on business outcomes Define the business impacting critical talent questions Keep it simple and action-oriented but don't compromise the rigor. There are no short cuts to becoming mature and doing predictive & prescriptive analytics Despite committed investment, lack of effectiveness in benefits policy. Need to increase benefits utility Only 11% employees value the benefits offered 25% of benefits are utilized effectively Focus on employee perception Analyze the changing demographic landscape and utilization trends vis a vis each benefit Enable ecosystem to collect employee benefit preference data continuously Recommend and realign policies in a timely manner

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15 Data Analysis Driving Insights Measuring Results in HR Introduction to HR Analytics Implementing Analytics Final Assessment Day 1 Day 2 Assessment Learning journey spanning across two contact classes and a comprehensive online assessment Participant Handbooks* Online Discussion Boards* *Active for one year

16 Final Assessment Assignments Class Participation Quiz Final Assessment can only be taken after attending all five modules Minimum 50% is required in the final assessment At least 50% aggregate score is required to complete the certification

17 Measuring Results in HR Configure the right kind of metrics to measure results across the HR value chain Objectives Understand Aon s Human Capital Strategy Methodology and link business strategy to your Human Capital Strategy Explore how metrics are used to measure results in HR o Process vs Outcome o Efficiency vs Effectiveness o Lead vs Lag Outcomes Learn to configure success measures based on human capital strategy to measure business impact End to end performance evaluation of each segment of the Human Capital Strategy through continuous process and outcome measurement Refine HR programs through efficiency and effectiveness analysis Gain holistic understanding of HR value chain by using lead and lag measures

18 Introduction to HR Analytics Build a strong foundation to champion and implement analytics Objectives Explore how business can deliver on business outcomes by leveraging on analytics Analyze the business impact of HR analytics in real business situations Develop an understanding on the 3 main types of analytics and their appropriate usage in different HR areas o Descriptive Analytics o Predictive Analytics o Prescriptive Analytics Refresh basic statistics knowledge and understand the key statistical tools needed for effective use of analytics Outcomes Create buy in for HR analytics driven solutions and decisions Drive short, long and medium term results through effective application of analytics Develop strong foundational skills in statistics to deliver quality results Apply analytics maturity model to plan for your HR s journey

19 Data Analysis Apply critical thinking to frame hypothesis and deploy data visualizations Objectives Introduction to the key skills to drive data analysis: critical thinking and storyboarding Frame critical questions to build critical thinking capabilities and apply them in different HR areas Learn about the various data visualization techniques and their effective utilization using cutting edge tools like Tableau Create early awareness on the common pitfalls associated with data visualization Outcomes Approach HR problems with a critical thinking mindset and use critical questions to gain relevant insights; to be used for problem solving Develop the foundation blocks of data analysis through understanding critical thinking and storyboarding Leverage data visualization tools and techniques effectively and proactively avoid failures

20 Driving Insights Uncover and communicate insights to provide tangible benefits Objectives Understand the process of forming appropriate hypothesis Develop skills to analyze data holistically and draw out trends and insights Understand the art of communicating insights through effective storyboarding Outcomes Learn to build effective story boards and use them to influence stakeholders and build buy in for your endeavors Use hypothesis testing to validate assumptions and refine proposed plans Move from simple data to real insights to drive outcomes Leverage accumulated insights through effective communication to stakeholders and key influencers

21 Implementing Analytics Build a data driven HR organization by embedding analytics Objectives Comprehend the features of a data driven organization Gain insight into best practices across the HR analytics life cycle Deconstruct the power of big data and understand how can it be used effectively by organizations to increase predictability in fulfilling strategic objectives Outcomes Create effective HR dashboards to communicate results Drive and enable a data driven culture in your organization using key enablers Champion HR analytics tools to increase efficiencies in processes Learn key concepts and tools to enable predictive modelling Implement predictive modelling skills to sharpen forecasting Embed analytics DNA in your HR function by using scorecards

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23 Anandorup Ghose leads Aon Hewitt s Rewards practice for South Asia. Prior to this role, he managed several client relationships in the Middle East, Asia Pacific and India in the areas of executive compensation design and benchmarking, long term incentive plan design, sales incentive plan design, governance structure definition, remuneration committee advisory etc. Moreover, he has also worked on some large scale merger integration projects with clients in the region, primarily in the field of telecom, financial services and oil and gas. His key clients include the Aditya Birla Group, Mahindra, Genpact and Tata Consultancy Services. Anandorup is a regular speaker at several executive compensation forums in industry associations such as All India Management Association, FICCI, and Anchorage Society for Human Resource Management. He is ardent reader of the Economist and whenever time permits he loves to travel and experience new cultures. Anandorup Ghosh Dean, Aon Hewitt Learning Center Anandorup's Mantra Culture eats strategy over breakfast Peter Drucker

24 Anurag has pursued a career in Human capital consulting, with over 13 years in premier organizations like Aon Hewitt and Mercer Consulting in leadership positions, out of his 15+ years of professional experience. He currently leads the Organizational Effectiveness practice for Aon Hewitt. Pharmaceutical, O&G, Auto, Manufacturing, FMCG, Mining, Education, Healthcare, ecommerce, Government etc. are a few of the industries in which he has been advising clients in the recent past. His experience spans across business management and talent/people solution thought leadership. His focus areas range from transformational interventions like organization structure, leadership assessment & development, career architecture, performance systems, rewards, Employee Value Proposition to employee engagement and culture etc. He is a regular speaker/panelist at forums such as CII, AIMA, DMA, NIPM, FICCI, and academic institutions such MDI & IMI, He is also a visiting faculty at MDI. He is a Hogan Certified coach and Richard Barrett & Associates accredited Culture Transformation expert. Anurag completed his Post graduate from Tata Institute of Social Sciences, Mumbai. He is a graduate with Honors in Mathematical Statistics from Kirori Mal College, Delhi University. Anurag Aman Leader, Organizational Effectiveness Anurag s Mantra Vision without action is daydreaming and action without vision is a nightmare Anon

25 Shivanker Singh leads the pre hiring arm of Aon Hewitt s Selection and Assessment business in India. His span of work at the firm has projects that involve creation of HR strategy, HR Effectiveness and integrated HR Transformation projects. In the area of selection and assessment, Shivanker has led projects for organizations in the QSR and IT/ ITeS industries, developing competency frameworks and delivering assessment and selection tools through Aon Hewitt s online platform. His expertise lies in the HR analytics involved in the design and post implementation ROI analysis. He has also been part of integrated HR Transformation projects for a number of family led enterprises. These projects typically include a gamut of interventions, including the design of the organization s structure, levels, job descriptions, and talent management processes. Shivanker is a Mechanical Engineer and an MBA(HR). He also has a Dual Masters degree in Operations Research (Advanced Analytics) and HR/OD from The Pennsylvania State University, USA. Shivanker Singh Lead, Behavioral Assessments, CoCubes, An Aon Company Shivanker s Mantra Data is just like crudeoil, is valuable, but if unrefined it cannot be really used Michael Palmer

26 Pooja Goenka leads content development at AHLC Aon Hewitt Learning Center and looks after content creation and customization for client projects and public workshops. She has anchored the development of multiple AHLC courses such as BEI, Talent Acquisition and HR Analytics. Prior to Aon Hewitt, she was a Consultant at DDI India. During her stint at DDI, she managed client projects across the gamut of talent management ranging from testing solutions, 360 surveys, behavioral interviewing interventions and competency building to assessment design, implementation, coaching and succession planning. She also supported the marketing and business development teams in various initiatives and client interactions. After DDI, she worked as an independent consultant in the fields of employee engagement, talent management and training facilitation. She has worked with clients across industries such as Manufacturing, IT, Business Conglomerates and BFSI. Pooja has a Master s degree in Human Resources and Labour Relations from Tata Institute of Social Sciences, Mumbai and a Bachelor s degree in Psychology and Organizational Studies from the University of Michigan. She is certified as a Facilitator, Assessor, BEI Interviewer and Coach. She is also certified on psychometric inventories such as Hogan and ADEPT-15. Pooja Goenka Content Leader, Aon Hewitt Learning Center Pooja's Mantra Don t wait for the extraordinary, make common occasions great Orison Swett Marden

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28 Learning Center Classroom sessions 16 hours Course Calendar Click to view Terms & Conditions Click to view Online Discussion Board Active for one year Participant Handbook Pre-reads 5 hours Certification Aon Hewitt Certified HR Analytics Professional Connect with us aonahlc@aohewitt.com Course Fee (inclusive of taxes) 50,000 Participation will be confirmed post payment

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