Nividh Hcm Bi

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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. Thefirst step for anyone looking to introduce HCM-linked KeyPerformance Indicators (HCKPIs) is to identify those metrics which are linked to wider business objectives.

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<p>RUDRA NARAYAN PANDEY HCM CONSULTING NIVIDH BUSINESS INTELLIGENCE 919448119930 HTTP://WWW.NIVIDH.COM/BI/ONDEMAND/HRM-BI.JSP 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.</p> <p>RETURN ON INVESTMENT IN HUMAN CAPITAL</p> <p>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 .</p> <p>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&amp;D Experience and 4 years of BI Implementation. IITans form the core of Nividhs 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 &amp; 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 &amp; affordable manner through www.nividh.com. Nividh aims to make Dashboarding affordable for all members in an organization just not only for top management.</p> <p>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</p> <p>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. THERES 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</p> <p>WHAT HR PROFESSIONALS SEE AS IMMEDIATE CHALLENGES</p> <p>DEMOGRAPHIC SHIFTS AND WORKFORCE GLOBALIZATION HAVE CREATED A WAR FOR TALENT</p> <p>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 comThirdgeneration 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.</p> <p>Aging Workforce + Less Skilled Workforce = Talent Crisis</p> <p>Each Generation in the Workplace Has Its Own Set of Experiences and Expectations Conflict Can Occur</p> <p>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 dont 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?</p> <p>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</p> <p>HCM ANALYTICSTo effectively drive an organizations workforce, provide accurate and timely guidance on corporate strategic initiatives in support of business growth and even to justify the value of the teams 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 valueadd 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 theyve boosted the pipeline; the procurement team can calculate how much theyve saved by squeezing suppliers what can HR do? The answer is Human Capital Management analytics.</p> <p>PUTTING ANALYTICS IN PLACE</p> <p>Strategic Alignment</p> <p>HR Scorecard</p> <p>PlanningWorkforce Planning Workforce Rewards</p> <p>Operational &amp; Management Reporting</p> <p>Workforce Profile Compensation Learning &amp; Development Recruiting</p> <p>Drivers and challenges to the business are transitioning HRs core efforts toward providing a competitive advantage.Organizations are transforming HR to effectively manage human capital.</p> <p>Costs</p> <p>Value-Added</p> <p>10%</p> <p>Optimisation</p> <p>60%</p> <p>Focus on continuous improvement30% Effectiveness 30%</p> <p>Phase III Strategy &amp; Consultation HR Analytics Talent Management Phase II HR Service Delivery HR Reporting Quality/ Cost Tradeoffs10%</p> <p>Focus on positioning HR to impact organizational effectiveness and drive profit60%Efficiency</p> <p>Focus on reducing HR costs and improving HR processes</p> <p>Phase I Benchmarking Baseline Metrics Streamline Processes</p> <p>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.</p> <p>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.</p> <p>Externalo Time to hire</p> <p>Internalo Compa-ratio</p> <p>Ability to Payo Budget</p> <p>o Salary offerso Cost of turnover o Tenure/ Retention o Market Index</p> <p>o Compressiono Salary distribution by division, dept, mgr, location o Complaints o Communication o Compliance: salary differences by gender, age or minority status</p> <p>o Benefits as a % of payrollo Variable costs vs. fixed o Awards tied to organization results o Revenue / Operating Budget per employee</p> <p>Where Your organization Is</p> <p>Where the Market Is</p> <p>Budget, balance sheet &amp; organization success</p> <p>Ability to Pay</p> <p>Succession Planning IllustrationSupply Analysis Workforce analysis and trends Employee competencies Workforce demographics Current workload analysis</p> <p>Demand Analysis Workforce knowledges, skills and abilities to meet projected need Staffing patterns Anticipated programs and workload changes</p> <p>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</p> <p>Solution Analysis Planning workforce transition Employee development and retraining Changes in staffing patterns</p> <p>Employee engagement is the state of emotional / intellectual commitment to a group It produces behavior that will help fulfill an organizations promises to customers and individuals, driving improvements in both satisfaction and business results3 2 1</p> <p>STAY SAY</p> <p>STRIVE</p> <p>Consistently speak positively about the organization to coworkers, potential employees, and customers.</p> <p>Have an intense desire to be a member of the organization.</p> <p>Exert extra effort and engage in behaviors that contribute to business success.</p> <p>MEASURESHeadcount &amp; Turnover termination rate FTE count Human capital ROI Time to hire Turnover rate ....</p> <p>MONITORROI per employee Headcount cost Headcount variance Requisition fulfillment cycle time Termination cost per employee Termination cost Turnover rate</p> <p>PLAN</p> <p>OUTCOMES</p> <p>Headcount, Planning</p> <p>Compensation, Incentive</p> <p>Payroll &amp; Reconciliation Analysis</p> <p>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 .</p> <p>Incentive Pool variance Benefit cost per employee Merit Pool Variance increase variance count</p> <p>Compensation &amp; Salary Planning</p> <p>Payroll Liability Planning Benefits Planning</p> <p>ImprovePerformance review result Contribution factor Maintained qualification count Review result Scarcity level Succession percentage Training % of revenue . Absence rate Accident rate Exposure hours Accept ratio Agency effectiveness Cost to hire Vacation days balance Vacation days entitlement</p> <p>Restructuring planningHigh Performance ratio Low Performance ratio Employee Development cost Development cost per employee High Performance turnover rate</p> <p>Growth</p> <p>andProfitability</p> <p>Performance, Succession</p> <p>Recruitment Planning</p> <p>Recruiting , Absence &amp; Accident Analysis</p> <p>Absence days count Accident Severity Rate Accident Lost time Rate</p> <p>Learning Management</p> <p>Completion, attendance ratios Program, certification expenses Activity profitability Performance outcome ratios Satisfaction ratings ...</p> <p>Trained, certified headcount Investment factors Training cost factors Revenue/expense ratios</p> <p>A ROADMAP FOR HUMAN CAPITAL MEASUREMENT</p> <p>LEVEL 1: BASIC WORKFORCE COMPOSITIONMost 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.</p> <p>LEVEL 2: RATIO ANALYSISOnce 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.</p> <p>LEVEL 3: HUMAN CAPITAL DATA</p> <p>TRUE HUMAN CAPITAL MEASURES EMPHASISE PEOPLE DATA IN THE CONTEXT OF BUSINESS RESULTS, SO FOCUS ON MEASURES SUCH AS THE FOLLOWING:</p> <p>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 </p> <p>LEVEL 4: WORKFORCE SCORECARDSThe 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).</p> <p>DEVELOPMENT OF A FULL WORKFORCE SCORECARD IS COMPLEX</p> <p>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.</p> <p>NIVIDH HCM: USING TECHNOLOGY</p> <p>SAMPLE HR DASHBOARDS</p> <p>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, its not enough to simply measure absence rates its also important to measure what actions are being taken to assess...</p>