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Aon Service Corporation | People Analytics
Proprietary & Confidential 0Risk. Reinsurance. Human Resources.
May 2016
HR Analytics, Insights and Visualization
1Aon Service Corporation | People Analytics
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Our purpose and passion
2Aon Service Corporation | People Analytics
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Global advantage within reach
3Aon Service Corporation | People Analytics
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Source: CEB analysis
c 2014 CEB. All rights reserved. CLC8630314SYN
No shortage of data
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People Analytics strategy
Deliver business value with people analytics and a world class service model which aligns to
and supports Aon’s go-to-market strategy
Phase I: Data validation, activity metrics, operational reporting, reactionary
Phase II: High value analytics—dynamic, interactive visualizations that tell talent
stories; integrated metrics based on correlation and predictive analytics to answer
key business questions
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Prioritize Model success Evaluate impact Plan to scale
Activation across People Analytics workstreams
People Analytics
network
1
Cultural readiness
2
Infrastructure
3
Mobilize
HR United
project
4
HR United
project
6
HR United
project
5
HR United
project
7
More focused and optimized
impact by HR in driving
business strategies: Targeted
project-based analytics work
across BUs
Apply and
deliver
Deliberate organization and investment in technology and resources
Formalize connection points, collaboration, and knowledge sharing
across reporting, business intelligence, and analytics centers of
expertise across Aon to optimize efficiency, capability and insight
around people
People Analytics capabilities:
• Data definitions and data models
• Technology expertise in analytics
• Analysis of use cases and interpretation
• Storytelling and influencing decision making
Putting strategy into action
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Data governance
Global, enterprise standardization
Build HR data maturity and credibility
Data integration across HR and enterprise systems
Reporting
Operational reporting out of source systems
Process-based andActivity metrics
Integrated and linked data sets and views
Businessintelligence
Real-time andTrending data sets
Impactful visualization
Data exploration capabilities
Benchmarking
Analytics
Decision basedPredictive models
Relationships between talent investments and
business outcomes
Causal relationships identified and used to drive future decisions
Deliverables
Integration of finance and
HR systems and structures
Consistent structures
implemented across HR
systems
Support defensive queries
to drive data quality across
HR systems
Defined data security
framework for use across
HR systems
Deliverables
Consistent reporting out of HRMS and other HR
systems of record
Turnover Reporting Over Time
Metrics that don’t exist within systems of record:
Promotion of Top Talent
Span of Control
Movement of High/Low Performers
Retention Analysis Over Time
Diversity Metrics Over Time
Deliverables
Deeper engagement with
business unit teams on
defined project work
Engagement analytics
Collaboration patterns
Organization of work and deliverables
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Data governance – maturity and credibility of HR data
Portal
Aon Avenue
Directory
PeopleFinder
Core HR data/HRMSHR portal
Identity management
Case management
Colleague communications
(e.g. engagement survey)
Connectivity / master data
management—Single global HR
system of record to feed all
downstream systems
Data stewardship—Data owners
defined for all HR data elements
and held accountable for data
quality
Security—Operationalize HR
data security framework across
HR and downstream systems
Self-service—Support self-
service vs. push approach to data
and insights
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Reporting Analytics
Static scorecards
Excel®-based tools
Dynamic interactive
dashboards and talent stories
Activity metrics and
operational reporting
Reactionary, passive, and
transactional
Integrated outcome metrics and
key business questions
Optimizing data visualization to
tell a story
Pushing the value chain to
correlation and predictive
analytics
Changing the engagement of
HRBPS with the business
based on data
Evolution of the analytics function
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Reporting as a foundation
Self-service:
• Standardize data/reports for
business users
Metrics:
• Report on calculated metrics
that don’t exist within
systems of record
Report requests:
• Manage queue of over 200
requests per month for
data/reports
Delivered reports:
• Maintain schedule of over
1,000 reports delivered
within Workday
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Automation:
• Building automation into report
production/processing
Consistency of data:
• Common approach to data
aggregation and mapping of
structures
Data to insights:
• Layering insights on top of
existing reports
New metrics:
• Exploring new metrics using
newly joined data sets
Not representative of actual data… for illustrative purposes only
Reporting to answer more targeted business questions
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Business intelligence—Business Unit Dashboard concept
Talent priorities were aligned with
business priorities during metrics
identification so dashboard insights are
meaningful to the business.
Visualizations were designed to be
integrated and actionable on a month-
to-month basis
The challenge: Line HR and business leaders had limited and scattered view of
human capital analytics and insights.
The solution: Introduction of the Business Unit Dashboard to provide integrated
human capital and organizational insights to HR and business
leaders. It provides a structured framework for monitoring and driving
improved talent outcomes across the business on a regular basis.
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Business Unit Dashboard—Operational
Not representative of actual data… for illustrative purposes only
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Business Unit Dashboard—Talent
Not representative of actual data… for illustrative purposes only
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Business Unit Dashboard—Staffing
Not representative of actual data… for illustrative purposes only
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Business Unit Dashboard—Collaboration
Not representative of actual data… for illustrative purposes only
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Business Unit Dashboard—Colleague relations
Not representative of actual data… for illustrative purposes only
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Business Intelligence—Deeper operational dashboards
Not representative of actual data… for illustrative purposes only
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Analytics—Deep project-based scope of work
The challenge: Identify specific business unit challenges that can benefit from people
analytics; do a deeper dive into engagement analytics and
collaboration patterns (Aon United)
The solution: Functional experts, consultants, and data scientists across HR and
business teams partner and leverage a structured framework /
template to deliver across defined analytics projects / initiatives
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Analytics—Visualizations to tell a story and drive action
Not representative of actual data… for illustrative purposes only
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Focusing on fact-based talent decision/investments
Quantifying business impacts
Preparing for the next evolution of HR transformation
Expanding technology choices
Critical trends & considerations
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Please contact me with questions
Brian Wiemhoff
Global Talent Analytics & Insights
Brian.Wiemhoff@aon.com
Thank you!
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