the datafication of hr: how to go from so what to now what
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Frequently Asked Ques6ons
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Brave'a Hassel Associate Editor Workforce magazine
The Datafica6on of HR: How to Go from So What to Now What
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Ian Cook Director, Product Management Visier
The Datafica6on of HR: How to Go from So What to Now What
The Datafica*on of HR: How to go from What to Now What
Ian Cook
Head of Workforce Intelligence
May 2016
Visier is how the best brands achieve the best business
outcomes
Only Visier connects all the dots – for you – from workforce insights to business outcomes
The need to extend the analy*cs mindset
Challenges of an Aging World Challenges of an aging world
74% say their company’s HR organizaLon needs to be more data-‐driven (i.e., fact-‐based) in workforce decision-‐making.
80% say their company cannot succeed without an asserLve, data-‐driven CHRO, who takes a strong stance on talent issues and uses relevant facts to deliver an informed point of view
Developing a data-‐oriented skillset and mindset takes *me
Only 22% say they are ready
Source: Global Human Capital Trends Study 2015, Deloi'e
How to get business leaders on board with HR datafica*on
“HR that starts with the business doesn’t get as much resistance
from the business.”
Dave Ulrich
The complete workforce intelligence decision journey
What is going on in the workforce and why?
WHAT? SO WHAT? NOW WHAT?
What are the most urgent business implica*ons?
What should we do differently to drive business outcomes, and is it working?
• What workforce metrics (such as pay per FTE, resignaLon rates, performance raLngs, etc.) are most correlated with an increase in revenue per full-‐Lme employee?
Examples: Ques*ons that connect the workforce to business results
Engagement
WHAT? SO WHAT? NOW WHAT?
How does engagement correlate with profitability for those business units?
How can we improve engagement in underperforming business units to increase profitability?
What is our employee engagement score by business unit?
So What? Engagement
Calcula*ng your savings from reduced voluntary turnover
Calcula*ng your savings from reduced voluntary turnover
The results of connec*ng workforce outcomes to business results
• Companies with a more diverse workforce outperform others
Revenue
• Retail outlets with highly engaged employees are more profitable
Profits
• Banks with greater employee reten*on achieve higher customer sat
Customers
How to give HRBPs the tools to be strategic
POLL How ready is your HRBP populaLon to apply analyLcs to their role?
1. Very ready: They are constantly asking for more insight
2. Making progress: They use what we provide them
3. Ge^ng started: They are starLng to engage with analyLcs
4. Going backwards: They avoid data at all costs
A strategic HR organiza*on
creates talent strategies
that align to business outcomes
through the use of
data and analy*cs.
Enable HRBPs to be truly strategic
What is going on in the workforce and why?
WHAT? SO WHAT? NOW WHAT?
What are the most urgent business implica*ons?
What should we do differently to drive business outcomes, and is it working?
RecruiLng Analyze the roles needed to meet business goals.
Align with managers on hiring requirements.
Act on adapLng hiring plans to changing business needs.
Hire the right people, at the right Lme, at the right price.
Tell the story with visuals
Answer cri*cal employee-‐level ques*ons
Self Service Analy*cs
“Now is a unique opportunity for HR professionals to posi*on
themselves as fact-‐based strategic partners of the
execu*ve board.”
McKinsey & Company, March 2015
Take the next step
Workforce intelligence needs to be purpose-‐built for each role:
Analysts Ad hoc analysis, predicLve
analyLcs, filtering, and drill-‐down
Leaders Dashboards, reports, and scorecard traffic lighLng
Planners “What If” scenarios, modeling and forecasLng, and plan monitoring
HR Business Partners Self-‐service analyLcs, including easy ways to compare talent
Strategic HR relies on analy*cs
……HR leaders will have a seat at the table for strategic discussions only if they can demonstrate the business impact of HR. …Our experience has found that data-‐driven, analyAcal HR departments are more likely to play a strategic role in their organizaAons…...
Boston Consul*ng Group, Crea*ng People Advantage, 2014-‐15
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