Download - Nividh Hcm Bi
RUDRA NARAYAN PANDEY HCM CONSULTING NIVIDH BUSINESS INTELLIGENCE 919448119930 HTTP://WWW.NIVIDH.COM/BI/ONDEMAND/HRM-BI.JSP
RETURN ON INVESTMENT IN HUMAN CAPITAL
“Human Capital Measurement offers a great opportunity for the HR function to take a lead in developing indicators that demonstrate the value that people contribute. Over time, this will form a measurement tool which maps the impact of people management in the organization. The first step for anyone looking to introduce HCM-linked Key Performance Indicators (HCKPIs) is to identify those metrics which are linked to wider business objectives.”
About Us Nividh is a simple, fast, affordable enterprise data visualization software solution that provides an alternative to complex and expensive business intelligence software. Nividh delivers Analytics on Web and helps companies drive their business by providing insight and access into critical data, KPIs, and metrics . Nividh has been concepted, designed, developed, tested and maintained by a team of best of the breed software professionals who has more than 10+ yrs of BI R&D Experience and 4 years of BI Implementation. IITans form the core of Nividh’s engineering team. Team has skills on all cutting edge technologies, mobile platforms and latest frameworks. While serving BI customers in last 10 years (some of them are Fortune 500 companies), our core team have served across following Industries:Banking and Financial Services.
Life Sciences and Health Care industry. Insurance, Risk and Compliance Manufacturing Retail Education Logistics and Shipping Yoga, Spirituality and Fitness Media & Entertainment Real Estate Having worked in some of the most popular Dashboarding technologies, we are confident that we are providing
the best Data Visualization and Dashboarding expertise in a simple, fast & affordable manner through www.nividh.com. Nividh aims to make Dashboarding affordable for all members in an organization just not only for top management.
WHO IS INTERESTED IN HUMAN CAPITAL MEASUREMENT?
There are different audiences for Human Capital measures: External stakeholders (investors, journalists,
competitors, governments) are interested in confidence, benchmarking and compliance
Internal stakeholders (senior management and managers) are interested in
comparative performance and performance improvement. To be useful
internally, people measures must be linked to performance and be relevant
to specific groups
T TO SUCCEED, ALL YOUR DEPARTMENTS HAVE TO BE CONNECTED AND COLLABORATING WITH INTEGRATED ACCESS TO THE VAST AMOUNTS OF CONTINUALLY-BURGEONING CORPORATE INFORMATION. AND EVERY DEPARTMENT MUST BE ABLE TO QUICKLY SIFT AND ANALYZE THAT DATA … TO DISCOVER NUGGETS OF OPPORTUNITY AND INSIGHTS. THERE’S A NEW WAY TO ACHIEVE THIS ORGANIZATIONAL AGILITY, CONNECTING EVERYONE IN YOUR ORGANIZATION WITH THE INSIGHT, ANALYTICS AND INFORMATION THEY NEED TO MAKE BETTER, FASTER, SMARTER DECISIONS AT EVERY LEVEL, AT EVERY MOMENT! BUSINESS INTELLIGENCE BRINGS TOGETHER EVERYTHING YOU NEED TO MAXIMIZE YOUR COMPETITIVE ADVANTAGE , ROI, REDUCE COST. IT ENABLES AN ENTERPRISE-WIDE INTEGRATION AND DELIVERS A REVOLUTIONARY NEW USER EXPERIENCE WITH REPORTING, PLUS ANALYSIS, SCORE CARDING AND DASHBOARDS. IT ENABLES EVERYONE IN YOUR ORGANIZATION TO THINK, CONNECT WITH OTHERS TO SHARE INSIGHTS, THEN SIMPLY DO. THE NEXT WINNING STRATEGY THAT WILL CATAPULT YOU BEYOND THE COMPETITION CAN NOW COME FROM ANYWHERE IN YOUR ORGANIZATION OR FROM COLLABORATION AMONG A VARIETY OF DEPARTMENTS. LINK TO SEE SOME SAMPLE HR DASHBOARDS HR ANALYTICS CAN BE GENERATED TO SUPPORT AN INTEGRATED VIEW OF THE WORKFORCE. VARIOUS ANALYSES INCLUDE STAFF MOVEMENT AND PERFORMANCE, WORKFORCE ATTRITION BY DEPARTMENT, WORKFORCE PERFORMANCE BY DEPARTMENT, COMPENSATION AND ATTRITION AND ABSENTEEISM. THE HR DATA CAN BE INTEGRATED WITH BENCHMARK FIGURES FOR THE TELECOMMUNICATIONS INDUSTRY AND COMPARED TO HELP IDENTIFY AREAS FOR IMPROVING PROFITABILITY HTTP://WWW.NIVIDH.COM/BI/ONDEMAND/HRM-BI.JSP
WHAT HR PROFESSIONALS SEE AS IMMEDIATE CHALLENGES
The second generation of measures (such as performance metrics, employee productivity, benefits awareness and training effectiveness) has become more established in the last five years, delivering HR business value as opposed to control and compliance, cost per hire, health care costs and workers’ comThird-generation metrics like training ROI, revenue factor and yield ratio will gain importance in the coming years compensation costs per employee.. HR professionals can help their organizations remain competitive by aligning their processes and skills in such a way that all HR services and human capital metrics are working toward the overall business goals of the enterprise; this is, after all, the stated goal of CEOs.
DEMOGRAPHIC SHIFTS AND WORKFORCE GLOBALIZATION HAVE CREATED A WAR FOR TALENT
Aging Workforce + Less Skilled
Workforce = Talent Crisis
Each Generation in the Workplace Has Its Own Set of Experiences
and Expectations – Conflict Can Occur
Executives Are Demanding Answers to Key Questions CEOs (Chancellors) are asking: What workforce segments create most value? How will business (institutions) be impacted by impending retirement
and are we prepared? Where is talent demand outpacing supply? What skills will we need in next 5 years that we don’t have today? Turnover? How much is it costing in lost enrollment? In productivity? In
innovation? In quality? Do we have a workforce plan to communicate financial consequences of
talent decisions on our business?
Aging Workforce Insight – Succession Planning How Are We doing at Acquiring Key Talent ? Job Function New Hire Head Count How Are We Doing at Promoting Talent?
Year Comparative Analysis on Promotion Count How Are We Doing at Retaining Key Talent? Top Ten Separation Count variance by Job Function How has our Compensation Changed in Key Market Locations?
Top ten annual rate variance by Country How are we doing with our retention rate ?
Involuntary termination Vs Voluntary Termination Pay for Performance –
Analyses relationship between compensation / promotions and employee performance
Trends – Displays analysis of compensation, promotions, and employee performance over time
HCM ANALYTICS
To effectively drive an organization’s workforce, provide accurate and timely guidance on corporate strategic initiatives in support of business growth and
even to justify the value of the team’s very existence, HR must have a solid handle on its knowledge capital (i.e., data). It is imperative for HR professionals to think strategically, input the right value–add information and use the results as effectively as possible. It may seem obvious to HR professionals, but they can still have a
fight on their hands for recognition at the board level. When money is tight, sales directors can show how they’ve boosted the pipeline; the procurement team can calculate how much they’ve saved by squeezing suppliers — what can HR do? The answer is Human Capital Management analytics.
PUTTING ANALYTICS IN PLACE
Workforce Planning Workforce Rewards
Workforce Profile
Compensation
Learning & Development
Recruiting
HR Scorecard
Operational & Management
Reporting
Strategic Alignment
Planning
Drivers and challenges to the business are transitioning HR’s core efforts
toward providing a competitive advantage.
Organizations are transforming HR to effectively manage human capital.
Optimisation
Focus on continuous
improvement
Effectiveness
Efficiency
Costs
10%
30%
60%
Focus on positioning HR
to impact organizational
effectiveness and drive profit
Focus on reducing HR costs
and improving HR processes
Phase I
• Benchmarking
• Baseline Metrics
• Streamline Processes
Phase III
• Strategy & Consultation
• HR Analytics
• Talent Management
Phase II
• HR Service Delivery
• HR Reporting
• Quality/ Cost Tradeoffs
60%
30%
10%
Value-Added
TALENT MANAGEMENT A SET OF BUSINESS PRACTICES THAT MANAGE THE PLANNING, ACQUISITION, DEVELOPMENT, RETENTION AND ADVANCEMENT OF TALENT IN ORDER TO ACHIEVE BUSINESS GOALS AND OPTIMIZE PERFORMANCE.
PEOPLE ARE THE ULTIMATE SOURCE OF COMPETITIVE ADVANTAGE AND ONLY PEOPLE CAN DRIVE EXCEPTIONAL ORGANIZATIONAL PERFORMANCE AND CREATE SUSTAINABLE VALUE. MANY HR DEPARTMENTS HAVE MADE GOOD PROGRESS IN AUTOMATING BUSINESS PROCESSES AND HAVE INTRODUCED METHODS OF MEASURING THE EFFICIENCY OF THESE PROCESSES.
External Internal Ability to Pay
o Time to hire o Compa-ratio o Budget
o Salary offers o Compression o Benefits as a % of payroll
o Cost of turnover o Tenure/ Retention o Market Index
o Salary distribution by division, dept, mgr, location
o Complaints
o Variable costs vs. fixed o Awards tied to organization
results
o Communication o Compliance: salary
differences by gender, age or minority status
o Revenue / Operating Budget per employee
Ability to Pay
Budget, balance sheet & organization success
Where Your organization
Is
Where the Market Is
Succession Planning Illustration Supply Analysis
•Workforce analysis and trends
•Employee competencies
•Workforce demographics
•Current workload analysis
GAP Analysis
•Comparison of future
workforce competencies
with future needs
•Analysis of how
workforce demographics
will change
•ID of areas in which
management action will
be needed to reach
workforce objectives
Demand Analysis
•Workforce knowledges, skills
and abilities to meet projected need
•Staffing patterns
•Anticipated programs and workload
changes
Solution Analysis
•Planning workforce
transition
•Employee
development and
retraining
•Changes in staffing
patterns
STRIVE
3
STAY
2
SAY
1
Have an intense desire
to be a member of the
organization.
Consistently speak positively
about the organization to
coworkers, potential
employees, and customers.
Exert extra effort and
engage in behaviors
that contribute to
business success.
Employee engagement is the state of emotional / intellectual commitment to a group
It produces behavior that will help fulfill an organization’s promises to customers and individuals, driving improvements in both satisfaction and business results
MEASURES MONITOR PLAN OUTCOMES
Completion, attendance ratios
Program, certification expenses
Activity profitability
Performance outcome ratios
Satisfaction ratings
...
ROI per employee
Headcount cost
Headcount variance
Requisition fulfillment cycle time
Termination cost per employee
Termination cost
Turnover rate
Absence rate
Accident rate
Exposure hours
Accept ratio
Agency effectiveness
Cost to hire
Vacation days balance
Vacation days entitlement
Performance review result
Contribution factor
Maintained qualification count
Review result
Scarcity level
Succession percentage
Training % of revenue
….
Annual compensation
Benefit plan enrollment
Compensation % increase
Increase Variance
]Customer service award variance
Dependant count
Employee, Employer contribution
Employee opt out ratio
Incentive award
Hourly pay rate
….
Absence days count
Accident Severity Rate
Accident Lost time Rate
High Performance ratio
Low Performance ratio
Employee Development cost
Development cost per employee
High Performance turnover rate
Incentive Pool variance
Benefit cost per employee
Merit Pool Variance
increase variance count
termination rate
FTE count
Human capital ROI
Time to hire
Turnover rate
....
Headcount,
Planning
Compensation & Salary
Planning
Improve
Growth
and
Profitability
Headcount & Turnover
Compensation, Incentive
Performance, Succession
Recruiting , Absence & Accident Analysis
Learning Management
Benefits Planning
Restructuring
planning
Payroll & Reconciliation Analysis
Payroll Liability
Planning
Recruitment
Planning
Trained, certified headcount
Investment factors
Training cost factors
Revenue/expense ratios
A ROADMAP FOR HUMAN CAPITAL MEASUREMENT
LEVEL 1: BASIC WORKFORCE COMPOSITION
Most organizations now have a basic Human Resources Information System that
should be able to produce workforce composition reports using the following types
of data: Personal data: remuneration, gender, nationality,
length of service, time in post, ethnic group, age, qualifications, career
history Job Data: job title, job family, location, grade,
terms and conditions Organization data: managers and subordinates This core data is the first building block towards a
Human Capital measurement strategy. It may be produced either as physical paper-based reports or exported into spreadsheets for further analysis.
LEVEL 2: RATIO ANALYSIS Once basic data is established, more complex analysis
can be performed, which usually involves relating one type of data to another in the form of ratios. This data can be from within the HR system or perhaps even linked to data from other organizational systems such as finance.
This type of data is often used to assess the performance and efficiency of the HR function but is also invaluable for supporting the development and implementation of HR strategy. Some organizations have begun to issue a Human Capital report alongside their statutory accounts for use by external investors as a means of demonstrating their commitment to employees. Looks at retention and motivation,
size and composition of the workforce, skills, competencies and training,
remuneration, leadership and succession planning.
LEVEL 3: HUMAN CAPITAL DATA
TRUE HUMAN CAPITAL MEASURES EMPHASISE PEOPLE DATA IN THE CONTEXT OF BUSINESS RESULTS, SO FOCUS ON MEASURES SUCH AS THE FOLLOWING:
Revenue per fulltime equivalent head (FTE) Fully loaded costs per FTE Average profit per FTE Wealth created per FTE (added value) Human capital ROI = (Revenue – Paycost)/Paycost Remuneration/Revenue Average remuneration per FTE Recruitment acceptance rate Training investment per FTE Proportion of employees covered by the performance management system Number of employees covered by employee engagement survey Employee stability index Key employee retention rate
LEVEL 4: WORKFORCE SCORECARDS
The idea of the balanced scorecard has been around for some time and is based
on the original work of Kaplan and Norton in the 1990s.(1996).
Basically, it suggests that measures of
organizational performance should be based not just on financial outcomes, but also take into account customer, learning and growth and internal measures.
This idea has been adapted for people
management and essentially requires the development of a series of Key Performance
Indicators that can be combined and weighted to provide an overall assessment of
the performance of the organization.
DEVELOPMENT OF A FULL WORKFORCE SCORECARD IS COMPLEX
NIVIDH HCM: USING TECHNOLOGY
A company with a strategic focus on innovation might measure time spent on new ideas, number of ideas generated, number of new products reaching the market, etc. Using absence as an example, it’s not
enough to simply measure absence rates – it’s also important to measure what actions are being taken to assess what are the
most successful strategies. These data can then form the basis for training
managers in the best ways to handle absence cases.
SAMPLE HR DASHBOARDS
Profit* – Staff Costs
Staff Costs
Profit* – HCM Costs
HCM Costs
HC ROI (%) measures the return on investment for funds a company spends on its employees...
Profit* - level depends on the particular industry and the accounting principles
Staff Costs = salaries incl. social and health insurance, employee benefits
Human Capital Management (HCM) Costs
= Staff Costs
+ HCM Direct Costs (HR department overhead i.e. equipment, HRIS maintenance...)
+ HCM Indirect Costs (HR related costs not under full control of HR department i.e. recruitment agencies and advertisements, training costs, health & safety costs, ...)
The most advances companies include other HCM related costs
e.g. costs related to conducting performance appraisal process.
Used for benchmarking
Used for measuring trend within a company
Lessons learned from measuring Human Capital
Measure the right things • it‘s easy to measure the wrong things; just because we can count
something, doesn‘t mean that it counts • companies frequently measure time and cost because it is easy
to get these data; it‘s harder to develop measures for such meaningful criteria as quality, results and value
Choose fewer things to measure but do a better job • the tendency is: if it moves, measure it, because someone,
somewhere, someday might want to know the number; the result is data paralysis and confusion
• the art of metrics is to focus on a core set of meaningful things
Move beyond summary data • a statistic like „our turnover rate is 9%“ is useful to compare with
competitors, but it could be more useful if, e.g. it looks at turnover by talent level, department, or by manager
• averages can mask significant variations; segment data to look for more specific things
It‘s about what you do with the data • metrics are only valuable if they result in better decisions • gathering data that isn‘t used is a waste
of everyone‘s time and patience
Increased Need for measuring HC ROI Through Nividh
• Competitive pressures on costs and productivity are increasing
• Top executives are requiring ROI information
• HR budgets are under increasing review
• Accountability in all functions is increasing
• Technology makes acquiring information easier
“Talent management of more senior
workforce contributors to ensure organizations organically grow future workers with similar work ethics, values, morals, culture and passionate contribution. HR metrics tools must measure employee value and contribution towards the businesses success so future workers can be measured against such a standard of success.”
“I believe that as HR metrics become standardized, business intelligence models currently applied primarily in marketing, customer service and finance will begin to find their way into the HR department and the HRMS data repository. That information will then be pushed out to line managers in the form of dashboards and scorecards, which will assist in the overall health and development of the Organisation”
• Sales – Vipul Sharma +91-950-588-4888 [email protected], [email protected] [email protected]
• COST SAVINGS:
– Moving to a service center approach shows the strongest streamlining and cost savings
– Evaluate the potential for hosted services • FUTURE:
– Specifically focus on talent management
– Educate yourselves on analytics
– Focus on improving the user experience