Storytelling in HR. A pragmatic approach to adding business value

Transcription

1 Storytelling in HR A pragmatic approach to adding business value

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3 Pragmatic routes to adding Business Value Business Drivers Understand and know your business drivers and strategy Gather Evidence Use business data to build your case Business Case Speak the right language Engagement Stakeholders Change Environment Decision Making Process

4 WHAT IS PEOPLE ANALYTICS? HR for HR PROJECTS Business PROJECTS Hiring Strategies Training and development Employee Engagement Sales Revenues Product Innovation Attrition Leadership progression Performance management + Customer Experience Quality Retention Compensation D&I Productivity Safety Data management, Analytics, IT, Business consulting

5 GOOD DATA + X + Superhero HR Analytics Top 10 use cases Team must. STORY TELLING + STORY TELLING + GOOD DATA + X + GOOD DATA + GOOD DATA + GOOD DATA + GOOD DATA + BUSINESS ACUMEN + VISUALISATION + BUSINESS ACUMEN + VISUALISATION + BUSINESS ACUMEN + VISUALISATION + STORY TELLING + X + VISUALISATION + STORY TELLING + STORY TELLING + STORY TELLING + BUSINESS ACUMEN + X + BUSINESS 6. Accident Risk PSYCHOLOGY SKILLS + 7. Absenteeism PSYCHOLOGY SKILLS + NUMBER & MAXIMUM = STATISTICS IMPACT NUMBER & STATISTICS = UNABLE TO PERFORM ANALYTICS 8. Ageing workforce PSYCHOLOGY SKILLS + NUMBER & STATISTICS = UNABLE TO GET THE MESSAGE ACROSS 9. Competency NUMBER & gaps for SKILLS + succession PSYCHOLOGY PSYCHOLOGY SKILLS + ACUMEN + VISUALISATION + X + BUSINESS ACUMEN + VISUALISATION + FOCUS ON THE = STATISTICS WRONG THING NUMBER & STATISTICS = BORING AND CONFUSING OUTPUT 10. Time to Productivity PSYCHOLOGY SKILLS + X = NUMBER & STATISTICS = BIAS AND UNABLE TO UNDERSTAND RESULTS POOR ANALYSIS

6 UNDERTAKING AN ANALYTICS PROJECT

7 WHAT IS THE BUSINESS IMPERATIVE? What are the critical metrics which determine the success of the business today?? Which critical job families have a disproportionate impact on these metrics? What data do we have on these job families today? What insight can we generate now?

8 10 example use cases 1. Quality of Hire 2. Attrition in key job families 3. Drivers of Sales Performance/Customer Satisfaction 4. Impact of engagement on business performance 5. Optimal pay and reward strategies 6. Accident Risk 7. Absenteeism 8. Ageing workforce 9. Competency gaps for succession 10. Time to Productivity

9 4. STORYTELLING 1 DESIGN 4 Interpret insights/storytelling Business presentation Discuss with business Advise business Incorporate insights into strategies/activities Monitor and review Business Problem Definition Driving Business Results 1 Hypothesis Identification & Validation Identify data sources Identify stakeholders Engage with legal Determine business question Determine data sources Approve research proposal 3? Interpret insights/storytelling Advise business 3. ANALYSIS Run models Discuss intermediate results Decide on extra analyses Run final models 4 Business Impact Considerations 3 Run models 2 Data Audit Data Preparation 2. 2 DATA Data collection Connecting datasets Clean data Descriptive analyses Design models

10 EXERCISE 1 HYPOTHETICAL USE CASE

11 The CEO of a Global Car Manufacturer has set two important HR goals to be achieved in the next 2 years Increase the proportion of senior managers from outside the European Union and the US Current level 19% Desired level 28% Increase the proportion of women in senior management Current level 27% Desired Level 40%

12 At the same time the CEO announces that she expects to see revenue growth of 8% each year for the next 2 years, with most of that growth coming from emerging markets. 9% 6% 7% 4% 9% 7% 3% 2% 1% US EU EM US EU EM US EU EM

13 SCENARIO 1 SCENARIO 2 SCENARIO 3 Your CEO is worried about the quality of recent senior hires in your sales force in the emerging markets. She wants to know How do you intend to improve and measure the Quality of Hire? Your CEO appreciates the business has been doing engagement surveys for a number of years now. She wants to know does the data support that higher engaged sales teams drive better business performance? WHICH OF THESE SCENARIOS DO YOU FEEL WILL BEST ANSWER THE CEO GOALS? PLEASE PROVIDE REASONS WHY? Your CEO has been visiting a lot of sites in your organisation and recognised there seems to be a gap between the high performers (outliers) and the majority of competent performers in your sales force. What is that difference in business outcomes and capability between these two groups?

14 EXERCISE 2 IDENTIFY DATA POINTS

15 COMPREHENSIVE VIEW OF THE EMPLOYEE DEMOGRAPHIC DATA Position (role, level) Education Diversity (gender, age, ethnicity) Compensation (salary, bonus plan, benefits) Performance ratings Promotion dates Location, business area Absenteeism BUSINESS DATA Time to Productivity NPS (Customer Satisfaction) Revenue per employee Revenue per New Product Share of wallet Time to market BEHAVIORAL DATA Preferences Motivators Cultural fit assessments Engagement assessments Collaboration indicators Expert analysis Retention risks SKILLS AND COMPETENCIES DATA Skills Competencies Experiences Leadership assignments Classes, education Performance evaluations (ratings & comments) Learning styles

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17 Scenario How might you be able to address the question What are the drivers of high performance in the first year? (e.g. sales) 1. (Discovery) Identify Possible Drivers (e.g. Assessment Score, A-Levels / GPA) 2. (Data) Identify Data Sources (e.g. ATS, On boarding, Sales CRM) 3. (Data) Extract, Filter, Clean, Anonymise Data Set Version (Analyse) Load Data, Explore, Predict 5. (Discovery) Identify New Possible Drivers (stakeholder discussions) 6. (Data) Extract, Clean, Merge, Enrich Data Set Version 2.0, 3.0, (Analyse) Load, Explore, Predict 8. (Story) Interpret, Assemble, Recommend

18 Data Set 1.0 How might you be able to address the question What are the drivers of high (sales) performance in the first year? if you had the following dataset? ATS Raw Data Cognitive Assessment Score Gender Sales Raw Data First Year Sales Achievement Degree Type Degree Level Related Firm Experience Previous Intern Experience Job Role Recruitment Method Degree Course GPA ATS Enriched Data Top Firm Experience (YES / NO) School Grades (3 As / 1-3 As / <As) Data Sources: ATS + Sales CRM

19 Data Set Final Version How might you be able to address the question What are the drivers of high (sales) performance in the first year? if you had the following dataset? ATS Raw Data Cognitive Assessment Score Gender Degree Type Degree Level Related Firm Experience Previous Intern Experience Sales Enriched Data First Year Sales Achievement (HIGH, MEDIUM, LOW) Job Role Recruitment Method Degree Course GPA ATS Enriched Data Training & On boarding Data Training Hours Completed On boarding Stream Top Firm Experience (YES / NO) School Grades (3 As / 1-3 As / <3 As) Top 10 University (YES / NO) Data Sources: ATS + Sales CRM + Training/On boarding Recruiter Experience KPI

20 Next step business impact? Example: - What is the difference between employees that generate HIGH versus LOW Performance / Sales Revenue etc. in Year One? - What would be the impact of increasing recruitment of HIGH performers by 10% through adjusting your recruiting and selection processes?

21 Q&A: Stories from the Trenches

22 Question 1: Can you provide examples where People Analytics has led to real business outcomes?

23 Question 2: How can HR go about presenting to and engaging with the business?

24 Question 3: What has prevented HR from establishing a People Analytics practise so far?

25 Question 4: Does the panel feel that there is a revolution coming in terms of Analytics?

26 Turning the theory into practice Business Drivers Gather Evidence Understand and know your Business Case Use business business data to build drivers and Speak the right your case strategy language Engagement Stakeholders Change Environment Decision Making Process Intec Service Talent Insights P&L Controls Quality Adding Revenue Cost Efficiency Customer Service Quality of Products Regulatory Risks Taxation

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