from the ground up: johnson controls … the ground up: johnson controls launches efforts to build a...
TRANSCRIPT
FROM THE GROUND UP:JOHNSON CONTROLS LAUNCHES EFFORTS TO BUILD AWORLD CLASS WORKFORCE ANALYTICS CAPABILITY
CONFIDENTIALThis presentation contains proprietary methodologies and tools that remain the property of Mercer.© 2014, Mercer
MERCER
Today’s Presenters
1
Karen PiercyPartner, HR [email protected]
Wendy HirschExecutive Director - Workforce Analytics,Johnson Controls, [email protected]
QUESTIONS
To submit a question use the floating panel, on the top of yourscreen, and click the Q&A button.
CLICK HERE TO ASK A QUESTIONTO “ALL PANELISTS”
MERCER 2
Agenda
• Introduction
• Why Workforce Analytics and Planning?
• Case Study: Johnson Controls
• Establishing a Workforce Analytics & Planning Center of Expertise (COE)
• Closing Thoughts
• Q&A
2
WHY WORKFORCE ANALYTICS & PLANNING?
MERCER
Workforce Analytics and Planning is Becoming Increasingly ImportantEspecially as business challenges increase the need for robustworkforce information and insight:
4
1. Growth and expansion plans.
2. Changes in product mix and go-to-market strategies.
3. Continued quest for profitimprovement and operationalefficiencies.
4. Scarcities in external talentpools.
5. Internal pipelines are inefficient.
The biggestgrowth area in HR
technologies isworkforce analytics,from 14% to 46% in
the next 3 yearsSource: CedarCrestone's 2013-
2014 Outlook Report
Hottest Jobs for2014:
Head of HRAnalytics, secondonly to the CHRO
positionSource: CT Partners 19th
annual executive jobsforecast
MERCER
Next Generation HR Service Delivery ModelCompanies that implement this model are more:
• Strategic.
• Guided by metrics and analytics.
• Flawless in executing the fundamentals.
• Effective in supporting line managers.
• Cost-effective.
5
HRBusinessPartners
HRCenters ofExpertiseHR
LeadershipTIER 0
TIER 1
TIER 2
HR CaseManager
HR GeographyManager
HRIS
HR SharedServices
Strategic HR
Operational HR
MERCER
A Workforce Analytics & Planning Center of ExpertisePlays a primarily strategic role within the HR function
6
TotalRewards
TalentDevelopment
TalentAcquisition
WorkforceAnalytics &Planning
EmployeeRelations
• Strategic workforce planning modeling andforecasting for critical workforce segments.
• Standard and ad hoc reporting on strategicworkforce planning outcomes.
• Routine reporting of key workforce analytics &planning via scorecards and dashboards.
• Ad hoc workforce analytics to address the rootcause of workforce issues.
• Strategic workforce planning modeling andforecasting for critical workforce segments.
• Standard and ad hoc reporting on strategicworkforce planning outcomes.
• Routine reporting of key workforce analytics &planning via scorecards and dashboards.
• Ad hoc workforce analytics to address the rootcause of workforce issues.
MERCER
Shared Ownership of the Process is Good Practice
BusinessLeaders
HRBP
WorkforceAnalytics & Planning COE
StrategicGuidance
Process Framework,Tools, Data and Analytics
ProcessFacilitation
7
CASE STUDY: JOHNSON CONTROLS
MERCER
Johnson Controls
9
Automotive Experience
A global leader inautomotive seating,overhead systems, doorand instrument panels,and interior electronics.
Power Solutions
Global leader in lead-acidautomotive batteries andadvanced batteries forStart-Stop, hybrid andelectric vehicles.
Building Efficiency
A leading provider ofequipment, controls andservices for heating,ventilating, air-conditioning, refrigeration,and security systems forbuildings.
MERCER
Johnson Controls
10
MERCER
Current State: Move from “I think” to “I know”
11
MERCER
Current State: Business Unit Leaders Needs/Wants
• Most leaders expressed a basic need for workforce profile and theability to “drill into” and “filter” the data
• Each business unit has their own HR scorecard and/or metrics….eachhas a different look and feel….but there are some commonalities– Headcount (overall, by level, by gender)– Retention/Terminations– Hires/Promotions
• The challenge is that . . .– leaders struggle with how to interpret what they’re getting– there is too much information reported– the metrics and data are not displayed in a way that helps ease
interpretation (“so what?”)
12
MERCER
A “Congruence” Model for Success of the Workforce AnalyticsCOE
13
BusinessNeeds &
Vision
CurrentState
ProjectOptimus
Strategy
DesiredState
OperatingModel
BusinessPerformance
Data-DrivenDecisionMaking
Actions
INPUTS OUTPUTS
MERCER
Aim for High Quality – But Practical – Workforce Analytics
14
• Rely on facts; respect institutionalknowledge
• Timeliness vs. completeness ofdata
• Open actions regarding datacollection, analysis and results
• Gather stakeholder input
• Reporting and analytic governance
• Well-established analyticalpractices
• Ensure processes are scalable,repeatable
• Develop partnerships with finance,legal, etc.
• Build skills and competencieswithin HR
• Drive performance by linkingpeople programs and initiatives toworkforce outcomes and businessresults
• Standardize how workforce datais used to drive day-to-day peopledecisions
• Create an evidence-based culturethat endorses analytics at thehighest levels and gives leadersthe support they need to testhypotheses to address realworkforce and organizationalpriorities
VA L U E SM I S S I O N V I S I O N
MERCER
Collaboration &Support
Strategic Purpose and Core Responsibilities
15
Enterprise HROperations
Provides administrativeand transaction supportallowing for betterutilization of WorkforceAnalytics COE to achievefaster and morestreamlined delivery
HR BP Organization
Partner to drivedevelopment of metricsrequirements
Engage BusinessLeaders in interpretingworkforce data and metrics
Drive appropriate actionsto address workforceneeds based on data
WorkforceAnalytics
COE
Note: Collaboration, integration and support relationships with other COEs not shown
MERCER
Structure of the Workforce Analytics COE
16
WorkforceAnalytics
Leader
BEAE - S
VPGlobal Employee
Relations
GWS PS CorpAE – E&I
Workforce Analytics Specialists
Comp COE EE Rels COE Diversity COETalent COE
MERCER
FY14 Priorities and Milestones
17
S O N D J F M A M J J A S O N D
Define Workforce Analytics (WA) COE
Hire and on-board WA Managers/Analysts
Create Workforce Analytics Champions in each BU and COE
Develop and socialize WA strategy and future vision (fully implemented FY15)
Establish partnerships with HRBPs, BUs and CoEs
Disseminate 3-4 workforce metrics
Launch pilot demonstration project (e.g., on diversity)
Complete metrics inventory
Agree upon terminology
Agree up on roles
Drive businessperformance andcompetitive advantageby linking peopleprograms and initiativesto workforce outcomesand business results
Provide a mechanismfor standardizing howworkforce data is usedto drive day-to-daypeople decisions andstrategies
20142013
Strategic Purpose
Build skills andcompetencies withinHR to delivercompelling workforceintelligence
MERCER
Outline Relationships and AccountabilitiesBU Leadership and HR BPs partner to discuss key people issues –requests for data, reports or analysis are then made to 1 of 3 groups
18
BU Leadership• Communicate
business needs andstrategy
• Share key peoplechallenges
HR Business Partners• Understand business
needs and strategy
• Assess peopleimplications ofbusiness strategy
EHRO• Provide/distribute reports
• Triage ad hoc data inquires
• Provide data (if self-service isnot available)
HR ADM• Design, write and build
reports
• Write and build data queries
Workforce Analytics COE• Assist in interpretation of
metrics/analysis
• Conduct advanced analysesto answer critical peoplequestions (e.g., Why? )
Requests for data, reports or analysis
BU Leadership and HR BPs partner together to discuss key people issues
MERCER
Outline Relationships and AccountabilitiesDesired State Operating Model – Advanced Analytics
19
BusinessLeaders
HR BP
WorkforceAnalyticsCOE
HR ADM
EHRO
Implementsolutionsin partnershipwith appropriateHR COEs
Verify the dataand conductanalysis
• Understandbusinessobjectives
• Ascertainpeopleimplications
• Identify peoplequestion(s) tobe addressed
• Generatehypotheses
• Scope outbusiness logic
• Discussanalyticapproachoptions
• Determine dataneeded
Provide data(if self service is
not available
Write/build query
• Review resultsw/HRBP
• Decide oncourse ofaction(s)
• Review andinterpretresults
• Determine“the story” inthe analysis
MERCER
Future State: Ability to Drive Data-Driven People Decisions
20
ESTABLISHING A WORKFORCE ANALYTICS ANDPLANNING COE
MERCER
Maturity Of Workforce Analytics & Planning COEsThere are different levels of maturity in a COE
Level 1Budget-drivenheadcount planning
Stra
tegi
c
Impact: Business Performance
• Centralize human capital data reporting• Include data in monthly HR reporting• Leverage HRIS and spreadsheet templates
• Build COE infrastructure• Hire a few, key resources• Create processes, tools and templates• Identify specialized technology and build business case• Push static dashboards with key analytics
• Implement technology• Provide interactive dashboards and planning tools• Hire for advanced skills/capabilities• Refine processes and templates
• Fully staffed COE• Continuously refine workforce
planning processes• Real-time sharing of analytics and
planning output• Robust technology
Ope
ratio
nal
Level 2Workforce analysis anddashboards
Level 3Strategic workforceplanning
Level 4Human capitalorganization
22
MERCER
Workforce Analytics & Planning COE:Operating Model Framework
23
Process Technology
Talent Organization
MERCER
Workforce Analytics & Planning COE:Process
24
Process Technology
Talent Organization
Analytics: enables the WorkforceAnalytics & Planning COE to delivercritical human capital measures to theorganization, supporting evidence-baseddecisions.
Planning: Workforce planning is thecentral process for a mature COE.
MERCER
Workforce Analytics & Planning COE:Technology – use the technology that fits where you are now
25
Process Technology
Talent Organization
MERCER
Workforce Analytics & Planning COE:Operating Model Framework - Organization
26
Process Technology
Talent Organization Foundational: Few key resources
Advanced:• COE leader• Workforce analytics & planning
specialist(s)• Data integration specialist• Technical resource
MERCER
Workforce Analytics & Planning COE:Talent
27
Process Technology
Talent OrganizationLeadership competencies
Partnering competencies
Work-enabling competencies
Functional technical competencies
MERCER
Workforce Analytics & Planning COE:Talent
28
Leadership Competencies
• Business acumen• Coaches and develops others• Creates strategy• Drives performance
Partnering Competencies
• Collaborates with others• Counsel and advice• Customer focus
Work-Enabling Competencies
• Adaptability• Communication• Cultural sensitivity• Mental agility
Functional Technical Competencies
• HR measurement and evaluation• HR/business intelligence
• HR technology comprehension
• HR technology utilization and dataintegration
Talent
MERCER
• Prioritize work so that day-to-day queries don’tdrive out longer-term strategic activities
• Ensure the right emphasis on sophisticatedanalysis and on joining multiple data sources
• Eliminate data credibility concerns• Ensure that the business owns
workforce planning efforts
• Ensure data integrity throughoutall systems
• Develop systems and tools with afull understanding of all businessrequirements
Pitfalls for a Workforce Analytics & Planning COEYou’re in trouble if you don’t…
29
Process Technology
• Ensure that expertise resides inmore than one or two experts
• Get comfortable talking about HRin terms of testing and evidence
• Ensure HR has the skills to selectdata and perform analyses
• Provide training to ensure users have theknowledge to interpret the information
Talent
• Ensure the function is adequatelystaffed
• Leverage change managementstrategies to adopt an evidence-based culture that permeates fromexecutives to employees
• Provide incentives for sharing dataacross functions
Organization
• Develop systems and tools to manage data frommultiple countries
• Ensure HR can access all required data
MERCER
What’s Coming Up NextWorkforce analytics webcasts, workshops, and data
30
www.mercer.com/mercer-workshopsLondonNew YorkManilaPerth
Webcast Serieswww.mercer.com/webcastseries• Cameco• Experian• John Deere• UMass Memorial Health Care• Johnson Controls• Diversity & Analytics• Mobility & Analytics
Mercer’s Workforce MetricsBenchmark Reportswww.imercer.com/wmrs• Workforce composition and
retention metrics• 66 countries• 6,000+ participants• Regional and custom editions
available
JakartaSingaporeZurich
MERCER
Questions and Answers
31
QUESTIONS
To submit a question use the floating panel, on the top of yourscreen, and click the Q&A button.
CLICK HERE TO ASK A QUESTIONTO “ALL PANELISTS”
FEEDBACK
Please take a minute to fill out thefeedback form so we can continue toimprove. It will pop-up in a new windowwhen the session ends. Thank you!
Karen PiercyPartner, HR [email protected]
Wendy HirschExecutive Director - Workforce Analytics,Johnson Controls, [email protected]
MERCER
Biography – Karen Piercy
• Karen Piercy is a partner in Mercer’s Talent business and is located in the Philadelphia office.Her areas of expertise include HR transformation, HR function and technology assessment, HRstrategy, organization and role design, governance, sourcing strategies, process reengineering,and project and change management.
• Karen has been with Mercer for 25 years. She has served clients in professional and financialservices, energy, technology, health care, retail, consumer products, manufacturing anddistribution, and public sector industries.
• Karen began her Mercer career as a performance & rewards consultant, designing salaryprograms and performance management systems. Before joining Mercer, she worked forseveral years for the government of Washington, DC in labor relations and collectivebargaining. She holds a bachelor’s of arts in economics and business from Lafayette Collegeand a master’s in business administration in human resource management from the Universityof Pittsburgh’s Joseph M. Katz Graduate School of Business. Karen has published numerousarticles on HR transformation and speaks and is quoted frequently on HR-effectiveness relatedissues.
32
MERCER
Biography – Wendy L. Hirsch, PhD
• Wendy Hirsch is the Executive Director of Workforce Analytics at Johnson Controls. She is responsible forthe design and implementation of Johnson Controls’ global workforce analytics strategy and program,overseeing all aspects of workforce analytics across the enterprise and providing accountability andoversight to Workforce Analytics Specialists.
• Prior to Johnson Controls, Wendy spent 15 years with Mercer’s Global Workforce Analytics and PlanningCenter of Expertise. At Mercer, Wendy led strategic workforce analytics initiatives for organizations acrossvarious industries. She led the development and launch of Mercer Analytics (Mercer’s data and analyticsSaaS platform) as well as Mercer’s Workforce Analytics and Planning Workshop series. Using data andanalytics, she has helped many organizations improve bottom line results through a focus on human capitalstrategy and measurement, workforce planning, attraction and retention, talent management, pay equity anddiversity.
• Prior to Mercer, Wendy was an Associate Behavioral Scientist at RAND Corporation where she conductedcareer path modeling for the Air Force and evaluated organizational change efforts in several health careorganizations.
• Wendy holds a bachelor’s degree in Psychology from the University of Michigan, a master’s degree inIndustrial/Organizational Psychology from Rice University, and a Ph.D. in Industrial/OrganizationalPsychology from the University of Illinois at Urbana-Champaign.
33