valuentis talent mgt & leadership development conference pres221013 final - dist
DESCRIPTION
Recent workshop presentation including exercises on talent management and employee engagement introducing the Management Pathfinder case studiesTRANSCRIPT
Nicholas J Higgins, DrHCMI MCMI MSc Fin (LBS) MBA (OBS) CEO, VaLUENTiS Ltd & Dean, International School of Human Capital Management (‘ISHCM’)
Employee Engagement
This version is for print distribution and certain slides from the workshop presentation have been omitted or amended.
All rights reserved. No part of this presentation may be reproduced, translated, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, microfilming recording or otherwise without the express permission of the author.
Please e-mail [email protected] regarding any matters of reproduction/ organisational distribution.
© 2013
‘Celebrating ten years 2003-13’
“As evidence-based management practitioners, our purpose is to enhance effective people management (and its impact on productivity/performance) in organisations, whilst enabling greater individual managerial professionalism.”
Our mission
Rec
entl
y p
ub
lish
ed!
Talent
Management
Part I
Baselines…
The traditional view of employee engagement
contributing to improved organisational
performance...
Higher employee
engagement
Higher productivity
Higher organisation performance
“Employee engagement is an ‘outcome-based’ concept.
It is the term used to describe the degree to which employees can be ascribed as ‘aligned’ and ‘committed’ to an organisation such that they are at their most productive.”
VaLUENTiS International School of HCM 2005
Human capital management practice and
employee engagement contributing to improved
organisational performance (‘POP’ system)
Higher employee
engagement
Higher productivity
Higher organisation performance
More effective human capital management
“Human Capital Management is the term which is used to describe an organisation’s multi-disciplined and integrated approach to optimising the capabilities and performance of its management and employees.”
VaLUENTiS International School of HCM 2005
Sub-optimal performance, i.e. less than achievable
Or
Sub-optimal costs, i.e. higher than necessary
Or
Both
Impaired Employee Engagement: Impact on individual and team productivity/performance
Organisations and employee engagement:
The ‘4-ball’ practice model
Play down
‘We don’t...’
Play act
‘It’s all about PR…’
Play safe
‘At least we audit/ benchmark...’
Play make
‘We do it…’
The four progressive states of employee engagement
embeddedness in organisations
The ‘Six Pillars’…
EE PLAYBOOK
1. Grounded understanding of Employee Engagement
2. Working definition of Employee Engagement
3. Measurement wisdom
4. Actioning infrastructure
5. Dynamic EE-Performance ‘playbook’
DELETE 6. Competent leadership/management
Little. Limited.
Mostly ephemeral in nature.
Exists in pockets with variation in line management.
Good working knowledge embedded across
organisation.
No definition in use. Most likely borrowed
without any real ownership, or ‘false’ ownership.
Maybe borrowed with internalisation or adapted after some organisational
focus.
Distributed ‘ownership’, whether borrowed, adapted
or created.
Limited to absenteeism metrics, employee surveys
seen as event driven if done.
Probably undertaking surveys but with no valid
construct; response rate/PR main focus.
Will do measurement basics, even to the extent of
engagement index etc. Tick box is main focus.
People management evaluation/measurement
seen as ‘core’ on a par with CRM , finance etc.
Probably in the form of basic training/management
courses.
Probably in the form of basic management courses. Most likely carry out some form of
branded programme.
Will have a number of actioning elements in place but not necessarily joined
up.
Will have necessary ‘toolkit’ to hand with ongoing programmes to suit organisation focus.
Does not exist.
May have something articulated on ‘strategies’.
Most likely collection of irrelevant case studies.
Playbook in the form of ‘manager manual’ or on-line knowledge-share. Still being
developed.
Easy access in different e-/physical formats at
different levels. Signals ‘embedded’ intent.
Will have varied mix of skilled people managers. Existing good performers
more through luck.
Will have varied mix of skilled people managers. Existing good performers
more through luck.
Will have varied mix of skilled people managers but level of competency higher than Play-Act organisations.
Cohort of well-trained people managers exists with
talent pools. Regular evaluation/reinforcement.
‘PLAY DOWN’ ‘PLAY ACT’ ‘PLAY SAFE’ ‘PLAY MAKE’
I Grounded understanding of employee engagement
II
III
IV
V
VI
Working definition of employee engagement
Measurement wisdom
Actioning Infrastructure
EE-Performance Playbook
Competent leadership/ management
The ‘4-ball’ Employee Engagement reality matrix
Pillar
17
NEGATIVE NEGATIVE NEUTRAL POSITIVE Overall value to organisation performance/competitive advantage
VaLUENTiS 5D Employee Engagement Framework
© VaLUENTiS Ltd 2002-13
Objectives awareness
Behaviour alignment
Role ‘fit’
Performance management
Feedback
Capability
Line-of-Sight
Remuneration equity
Bonus/incentives
Benefits
Role equity
Recognition
Promotional aspects
Reward (equity)
Cultural elements
Team dynamics
Communication
Resources
Local management
Physical environment
Work Environment
Development
Career progression
Competencies
Succession planning
Job/ Role architecture
Training/ Learning
Coaching/ Mentoring
Organisation design Performance/talent
management ‘Corporate’ Leadership
Communication Decision rights Work values
Trust
Organisation operating culture
The concept of Employee Engagement: A synthesis of antecedent theories and empirical evidence with human capital
management practice related to organisation performance – 100 years in the making
Source: The antecedents of Employee Engagement, Nicholas J Higgins - VaLUENTiS technical paper 2003
Wider Group
Immediate Team
Organisation Individual
•Group theory
•Trust theory
•Teams theory
•Conflict theory
•Decision-making theory
•Motivation theory
•Goal setting and task theory
•Equity (justice) theory
•Trait theory
•Expectancy theory
•Commitment theory
•Needs theory
•Social cognitive/ self efficacy theory
•Cognitive dissonance
•Wellbeing/Burnout
•Job satisfaction
•Organisation Citizenship Behaviour
•Learning theory
•Behaviourism
•Emotional Intelligence
•Psychological contract
•Leadership theory
•Organisational ‘fit’ theory
•Other I/O psychology contributions
•Organisation performance & measurement*
Human Capital Management practice/systems:
•Training & Development
•Performance management
•Reward & recognition
•Resourcing & selection
•Organisation communication
•Talent management
•Leadership
•Organisation culture
•Employer brand
•Human capital retention
•Organisation design
•Workforce diversity
•High performance work systems
•Fayol - Principles of management
•Taylor - Scientific management
•McGregor Theory X/Y
•Mayo/Hawthorne studies
•Tavistock – Socio-technical systems
•Lewin (MIT) - group dynamics/behaviour
•Munsterberg - Industrial psychology
•Follett - Management relations/integration
•Hertzberg – Two factor theory
•Drucker – Practice of management
•Kahn – Personal engagement
•Likert – Management system/measurement scale
The concept of Employee Engagement: A synthesis of antecedent theories and empirical evidence with human capital
management practice related to organisation performance – 100 years in the making
Source: The antecedents of Employee Engagement, Nicholas J Higgins - VaLUENTiS technical paper 2003
Wider Group
Immediate Team
Organisation Individual
•Group theory
•Trust theory
•Teams theory
•Conflict theory
•Decision-making theory
•Motivation theory
•Goal setting and task theory
•Equity (justice) theory
•Trait theory
•Expectancy theory
•Commitment theory
•Needs theory
•Social cognitive/ self efficacy theory
•Cognitive dissonance
•Wellbeing/Burnout
•Job satisfaction
•Organisation Citizenship Behaviour
•Learning theory
•Behaviourism
•Emotional Intelligence
•Psychological contract
•Leadership theory
•Organisational ‘fit’ theory
•Other I/O psychology contributions
•Organisation performance & measurement*
Human Capital Management practice/systems:
•Training & Development
•Performance management
•Reward & recognition
•Resourcing & selection
•Organisation communication
•Talent management
•Leadership
•Organisation culture
•Employer brand
•Human capital retention
•Organisation design
•Workforce diversity
•High performance work systems
•Fayol - Principles of management
•Taylor - Scientific management
•McGregor Theory X/Y
•Mayo/Hawthorne studies
•Tavistock – Socio-technical systems
•Lewin (MIT) - group dynamics/behaviour
•Munsterberg - Industrial psychology
•Follett - Management relations/integration
•Hertzberg – Two factor theory
•Drucker – Practice of management
•Kahn – Personal engagement
•Likert – Management system/measurement scale
‘Management Pathfinder®’
Management Pathfinder ‘one-line descriptors’ [Reference]
Diversity [E2] The focus and effectiveness of diversity of the workforce and diversity policies within the organisation
Employee Centricity [legacy indicator] optional reporting indicator The degree to which the organisation has ‘employee-centric’ policies in place and delivers on them in terms of effectiveness including historical perspective
Employer Brand [E1] The degree to which the organisation has an identifiable brand and its contribution/effectiveness in related organisational areas
HR Governance [H1] [expanded version only] The overarching management of HR as a function governance of Human Capital Management within the organisation.
HR Operational Excellence [H2] [expanded version only] The degree to which the HR function possesses the requisite competence and executes its delivery objectives in terms of quality and effectiveness
Leadership [F1] The perceived effectiveness of overall management within the organisation collectively at each level
Organisation Climate [S1] The degree to which the current operating environment with in the organisation is seen to be a positive/negative factor
Organisation Communications [S2] The current effectiveness of communications in the organisation as perceived by managers and employees across all levels
Organisation Design [S3] The degree to which the overall organisation architecture, e.g. management structure, job/role design is effective
Performance Orientation [F3] The degree to which the organisation is viewed as effective in terms of focus and actions re performance related areas
Resourcing [V1] The effectiveness of current resourcing policies and processes/activities in terms of organisation requirements
Retention [V2] The effectiveness of current organisational retention approaches and efforts
Reward [V3] The effectiveness of current reward policy/strategy across all levels of the organisation
Talent Management [F2] The effectiveness of current organisational approaches to talent, its scope and its management
Learning & Development [E3] The degree to which current approaches and application of training, learning and development are effective
DIVERSITY
EMPLOYEE CENTRICITY
EMPLOYER BRAND
HR GOVERNANCE
HR OPERATIONAL EXCELLENCE
LEADERSHIP
ORGANISATION CLIMATE ORGANISATION
COMMUNICATIONS
ORGANISATION DESIGN
PERFORMANCE ORIENTATION
RESOURCING
RETENTION
REWARD
TALENT MANAGEMENT
LEARNING & DEVELOPMENT
796
813
742
674
615
431
487
642
628 594 603
684
657 599 416
‘Out-performing’ (world class)
‘Out-performing’ (peer)
‘Comparable’ (peer)
‘Under-performing’ (peer)
VaLUENTiS Management Pathfinder®: Client example (extended version)
Part II
Welcome to the future…
Mo
del
s St
rate
gies
Im
ple
men
tati
on
Le
arn
ing
TM playbook content
Survey of people management practice
£ Spend data HR/People metrics
and activity volumes
Existing employee survey data
DIVERSITY
EMPLOYEE
CENTRICITY
EMPLOYER
BRAND
HR
GOVERNANCE
HR
OPERATIONAL
EXCELLENCE
LEADERSHIP
ORGANISATION
CLIMATE ORGANISATION
COMMUNICATIONS
ORGANISATION
DESIGN
PERFORMANCE
ORIENTATION
RESOURCING
RETENTION
REWARD
TALENT
MANAGEMENT
TRAINING &
DEVELOPMENT
79.6
+
81.3
+
74.2
67.4
+
61.5
43.1 +
48.7
64.2
62.859.460.3
+
68.4
65.759.9 41.6
DIVERSITY
EMPLOYEE
CENTRICITY
EMPLOYER
BRAND
HR
GOVERNANCE
HR
OPERATIONAL
EXCELLENCE
LEADERSHIP
ORGANISATION
CLIMATE ORGANISATION
COMMUNICATIONS
ORGANISATION
DESIGN
PERFORMANCE
ORIENTATION
RESOURCING
RETENTION
REWARD
TALENT
MANAGEMENT
TRAINING &
DEVELOPMENT
79.6
+
81.3
+
74.2
67.4
+
61.5
43.1 +
48.7
64.2
62.859.460.3
+
68.4
65.759.9 41.6
• Line completions • HR completions • Aggregate perception and
contrasted perception • Eight line-item answer categories
• HR spend • People management spend
(e.g. recruiting, training) • Organisation spend/income
• Existing survey re-cut for comparability to provide employee ‘checker’ against Line/ HR people management completions
• HR transaction levels • ‘People’ metrics • HR metrics
• Derive HR strategy
• Various analytics/modelling/benchmarking projects
• Business case/mandate for HCM/OD intervention
• Baseline evaluation for change initiative
• Merger and acquisition
• Workforce planning
• HR function realignment
• Baseline and evaluation of MD programme
• Improve HR function’s professional standing
• HR spend/activity review
• Management development itself
• Accelerated initiation for new HR Director/new team
Management Pathfinder projects include:
Private
• Biotechnology
• Business services
• Chemicals
• Construction
• Distribution
• Energy
• Engineering
• Facilities Management
• Food Production
• Financial services:
o Insurance
o Investment banking
oRetail banking
oOther
• FMCG
• Healthcare
• Leisure
• Manufacturing/Mining
• Pharmaceutical
• Professional service firms
• Retail
• Telecommunications
• Transport
• Utilities
Public
• Government:
oAgency
oCentral
o Local
• NHS-Health
• Higher Education
• Police
Sector benchmarks (for what it’s worth)…
HCM (Talent) Management…
DIVERSITY
EMPLOYEE CENTRICITY
EMPLOYER BRAND
HR GOVERNANCE
HR OPERATIONAL EXCELLENCE
LEADERSHIP
ORGANISATION CLIMATE ORGANISATION
COMMUNICATIONS
ORGANISATION DESIGN
PERFORMANCE ORIENTATION
RESOURCING
RETENTION
REWARD
TALENT MANAGEMENT
TRAINING & DEVELOPMENT
584 627
724
686
613 640
736
683
703
795
393
633
479 597
650
686
492
558
660
621
582
751
561
401
481
405
398
594 392
544
Operational indicator review: Performance Orientation [example]
Detail not available for distribution due to IP
restrictions
Performance Orientation: Areas for enhancement [example]
Detail not available for distribution due to IP
restrictions
TM Action Priority Matrix
Detail not available for distribution due to IP
restrictions
Embedding good employee engagement practice: ‘Mapping the management reality’
Individual Board members
Against embedding (Status quo OK)
Let it happen (Ambivalent/
non-committal)
Help it happen (qualified
supportive)
Make it happen (Actively
championing)
Senior managers
Middle managers
Line managers
Supervisors/Team leaders
Remember ‘actions speak louder than words…’
Problem Solving
Case study
1 day workshop
LM Module: Employee Engagement
Pre-module preparation
2-hr ‘work’ sessions ½ day workshop
CI CI CI Critical Incident
Mini- case study
Problem solving
Emp
loye
e b
ench
mar
k d
ata
(no
min
al s
et)
Pre-course assessment questionnaire
Post-course assessment questionnaire
Level 2 evaluation diagnostic
Level 2 & 3 evaluation diagnostic
Emp
loye
e b
ench
mar
k d
ata
(tim
e se
ries
set
)
3-6 Months (typical timeframe)
CI CI CI Critical Incident
Behavioural event journal
Post-course assessment
questionnaire
Pre-course assessment questionnaire
Structured coaching/ work group
Example of Employee Engagement structured module…
© VaLUENTiS VBM Analytics methodology 2008-13
Human Capital
Practices
Human Capital
Practices External
Value
Proposition
External
Value
Proposition
Customer Satisfaction
Patient Satisfaction
Customer Loyalty
Patient
experience
Revenue Growth
Quality of services
Profitability Use of Resources
Employee Retention
Staff Retention
Individual/ team
Productivity
Individual/ team
Productivity
‘ Local’ Management
‘ Local’ Management
Cost control Cost control
Compliance Compliance
Portfolio mix Safety
X - selling Clinical treatment
Service Patient focus
Work values Work values
Line - of - sight Line - of - sight
Development Development
Reward Reward
Work environment Work environment
Employee Engagement
Staff Engagement
Leadership &
governance
Leadership &
governance
Shareholder value
Trust
performance Employer brand
Employer brand
Portfolio mix Prompt service
X - selling Environment
Service Community
Example ‘Macro’ model NHS version 1.20
Mapping employee engagement and
organisation performance (example):
Human Capital Operating Statement
ye 31 s t Dec 2012 ye 31 st Dec 2011
OPERATING INCOME %
Revenue (£000s) 1,057,0 16 1,015,0 2 0
FTEs 16,352 16,047
Revenue per FTE 64,641 63,253
OPERATING COSTS
Total operating costs (£000s) 904,371 815,094
People costs (£0 00s) 532,181 464,317
Human Capital Intensity (HCI) 5 8 . 85 5 6 . 96
OPERATING INCOME ATTRIBUTABLE
TO HC (HCIR per FTE)
38,041
36,029
£ % £ %
ANCILLARY PEOPLE COSTS (APC)
Training & Development costs (£000s) 8,1 76 7,342
Recruitment costs (£000s) 2,314 2,954
Health & Safety costs (£000s) 740 691
HR functional and related costs (£000s) 6,254 6,879
Outplacement costs (£000s) 256 53
Total 17,740 17,919
HC LEVERAGE (HCIR /A PC per FTE ) 35.06 32.26
Human Capital Productivity Statement
CONTRACTED RESOURCE ye 31 st Dec 2012 ye 31 st Dec 2011
Total number of FTE days contracted in year 3,530,340 3,401,289
Total number of FTE vacation days taken in year
336,987 333,144
TOTAL NUMBER OF CONTRACTED FTE DAYS AVAILABLE
3,193,353 3,068,145
WORK RESOURCE ADJUSTMENT
FTE days gained through recorded overtime work (+)
61,932 65,371
FTE days lost to illness (-) 18,431 19,016
FTE days lost to work - related illness/injury (-) 2,773 2,816
FTE days lost to industrial action (-) 249 167
FTE days recorded as lost under miscellaneous ( - )
763 1,075
ACTUAL NUMBER OF CONTRACTED FTE DAYS WORK ED
3,233,069 3,110,442
PRODUCTIVITY
HCI*Revenue per FTE day (optimal) £192.96 £185.42
HCI*Revenue per FTE day (actual) £190.59 £182.90
HCI*Revenue per FTE day differential £2.37 £2.52
EMPLOYER - EMPLOYEE RELATED INDICES
Employee engagement index 69.2 68.5
Employer brand index 71.3 71.0
HUMAN CAPITAL MANAGEMENT INDEX
VB - HR Rating BB - BB - R BB - B - R
HC Performance Sustaining + Sustaining +
PeopleFlow® Statement
STAFFING ye 31 st Dec 2012 ye 31 st Dec 2011
%
No of full - time staff at start of year 14,011 13,865
Number of part - time staff at start of year (FTE eqv)
1,932 1,491
Number of other at start of year (FTE eqv) 104 175
Full time equivalents (FTEs) at s tart of year
16,047 15,531
STAFFING MOVEMENT % £ %
Number of FTEs recruited in period (+) 1,427 1,874
Number of acquisitioned FTEs during period (+) - -
1,427 1,874
Number of voluntary leavers (FTE) in period ( - -) 996 1,0 65
Number of FTEs made redundant or outplaced in period (-)
35 217
Number of FTE retirements in period 91 76
Number of FTEs outsourced in period -
Full time equivalents (FTEs) at end of year 16,352 16,047
STAFFING MISCELLANEOUS
Mean tenure (years) 5.2 5.3
Mean age of workforce 34 34
Retirement population 5,391 5,304
(-)
(-)
Employee Engagement triangulation “Squaring the circle…”
New (re)hire data
Performance appraisal data
Case data
Other internal survey/assessment data
Exit data
Organisation event log data
Critical incident data
Social media data
Customer/client/patient/citizen/ passenger data
Employee/management survey data
New (re)hire data
Performance appraisal data
Employee/management survey data
Case data
Other internal survey/ assessment data
Exit data
Organisation event log data
Critical incident data
Social media data
Customer/client/ patient/citizen data
“To this - The Engagement-Performance Matrix”
Performance area
‘Hawthorne’ for the 21st
Century organisation”
“There is much that
organisations can do for
themselves”
Organisation X Organisation Y
Organisation Z Organisation R
‘Out-performing’ (world class)
‘Out-performing’ (peer)
‘Comparable’ (peer)
‘Under-performing’ (peer)
Key:
Summary slide only
Refer to exercise pack
Organisation X - observations Organisation Y - observations
Organisation Z - observations Organisation R - observations
x-group observations
Executive summary (currently based on ‘headline’ preliminary findings):
HR Function related…
HR as a portfolio of service & compliance activities
Complexity of Interaction Complexity of Interaction Low
Marginal Value Added
High
High
Value Add
Nature of Activity
Transaction Services
Employment Services Employment Services
Professional & Advisory Services
Corporate Governance Services
Professional & Advisory Services
Corporate Governance Services
Transaction Services
Simplified Illustration
Global HR Profiler™ © VaLUENTiS 2003-13
Hum
an C
apital M
anagem
ent
Activity-D
elivery
map
3.11 Managing
ASP/software/ Outsource Providers
4.11 Managing ASP/ERP/ software/ Outsource
Providers
1.6 HR Policy
2.5 Organisation
Restructure/ Change/ Development
3.1 Workforce Planning
1.7 HR Performance/ Strategy Review/
Audit
1.1 Employer brand
4.1 Needs
Assessment
6.1 Total Reward Programme
7.1 Employee
Communications
8.2 Risk Assessment
1.2 HR Value Proposition
1.3 HR Delivery Structure
1.4 HC Reporting
1.5 HR Capability
10.9 Reporting/ Interfaces
2.6 Acquisition/
Divestiture/ Start-up Due Diligence/
Support
2.1 Organisational
Design/ Capability Planning – BU Level
2.2 Organisational
Design/ Capability Planning –
Multi-country Level
2.3 Organisational
Design/ Capability Planning –
Global Level
2.4 Job Classification/
Evaluation
3.2 Candidate
Identification Services
3.3 Job Profile Services/
Requisition Processing
3.4 Candidate Selection
3.5 Temporary and
Contractor Staffing
3.6 General Employment
Services
3.7 Relocation
3.8 Outplacement
Services
3.9 Employment Law
Services
3.10 Consulting Line
Managers On Staffing Issues
4.2 General Training
Design, Development and Delivery
4.3 Training &
Development Management
4.4 Technical/
Functional/ Policy & Procedure Training
4.5 Employee Induction/
Orientation
4.6 Competencies/ Skills Model Development
And Assessment
4.7 Leadership/
Management Development
4.8 Executive
Development
4.9 Career Development
4.10 Consulting On
Managerial Issues
5.1 Performance (Talent)
Management Assessment
5.2 Performance (Talent)
Management Development
5.3 Performance
Reviews
5.4 Succession (Talent)
Management
6.2 Wage And Salary
Management
6.3 Bonus/Incentive/
Stock Options Compensation
6.4 Senior/ Executive
Compensation
7.2 Benefits
7.3 Attendance/ Leave
Of Absence/ Exit Interviews
7.4 Return-To-Work and Job Accommodation
8.1 Risk Management/
Regulatory Compliance/ Security
9.1 HRIS Strategy
9.2 HRIS Planning
10.1 Payroll
10.2 Employee/ Manager Interaction/ Problem
Resolution
10.3 Time Reporting
10.6 Tax Reporting/ Audit
10.7 Employee
Reimbursement
10.8 Statutory Benefits/
Miscellaneous Admin
10.10 Managing Outsource
Providers
1.8 Managing External
Consultants/ Outsource Providers
2.7 Managing External
Consultants/ Outsource Providers
5.5 Attendance
Management
6.5 Expatriate
Compensation
7.5 Company Policies And Procedures
8.3 Accident Prevention
and Training Programmes
8.4 Health/Medical
Programmes
9.3 HRIS Support
9.4 Employee Research
& Modelling
5.6 Employee Coaching
6.6 Compensation
Analysis/Pay review
6.7 Healthcare/ Welfare/
Statutory/ Other Benefit Programmes
7.6 Collective
Bargaining/ Negotiating/ Consultative
Processes
7.7 Work Practices For
Represented Employees
8.5 Incident Tracking and
Reporting
8.6 Managing External
Consultants/ Outsource Providers
9.5 Benchmarking
9.6 Measurement and
Reporting
10.4 Special Pay,
Adjustments And Deductions
10.5 Payroll Accounting/
Recon/ Manual Calculations & Disbursement
5.7 Employee
Counselling/ Case management
5.8 PM Compliance
Support
6.8 Pension
Management
6.9 Retirement Planning/
Counselling And Administration
7.8 Conflict and Issue
Resolution
7.9 Corporate/
Community Social Responsibility
9.7 Employee
Records/Case management/Data
Maintenance
9.8 Reporting/ Interfaces
9.9 Managing
ASP/software/ Outsource Providers
5.10 Managing ASP/ERP/ Software Providers
5.9 Consulting To Line
Managers On Performance Issues
6.10 Managing External
Consultants/ Outsource Providers
7.10 Government/
Legislative Issues
7.11 Managing External
Consultants
HR GOVERNANCE
ORGANISATION DESIGN
RESOURCING TRAINING & DEVELOPMENT
PERFORMANCE (TALENT)
MANAGEMENT
REWARD
EMPLOYEE RELATIONS & COMMS
EMPLOYEE HEALTH &
SAFETY
HRIS & MEASURE-
MENT
PAYROLL
An
Cp
I L Pl
Ad
Cr
Dv Ds Pr
HR roles
Service Centre (Shared)
Corp Centre
Centres of Excellence
HR Field Manager
Business Partner
Line Manager
DELIVERY CHANNELS
DIVERSITY
EMPLOYEE CENTRICITY
EMPLOYER BRAND
HR GOVERNANCE
HR OPERATIONAL EXCELLENCE
LEADERSHIP
ORGANISATION CLIMATE
ORGANISATION COMMUNICATIONS
ORGANISATION DESIGN
PERFORMANCE ORIENTATION
RESOURCING
RETENTION
REWARD
TALENT MANAGEMENT
TRAINING & DEVELOPMENT
Index score (HR only): 639 Index score (Line only): 606
+25
+30
+14
+51
+42
+12
+18 +62 +26
+29
+49
+32
+21
+33
+57
Client Index score: 620 (Max of 1,000)
1 2 3 4 5 6 7 8
1. Key stakeholders have been involved in helping to shape
objectives and targets for people management work
2. Does HR utilise aspects of marketing in promoting the
function/its services?
3. HR systems are consistent across
global/regional/country areas; such as compensation,
benefits, performance management, career progression,
talent management etc
4. There is a recognised process for reviewing performance
against the objectives and targets contained in the HR
strategy
5. The recruiting process is consistent across the
organisation
6. [HR capability in] new employee and employee exit
administration
7. The organisation does a good job of providing
opportunities for personal development (for example,
project assignments, lateral transfers)
8. Recruiting efforts are specifically designed to support the
organisation's business plan
9. The organisation evaluates the effectiveness of training
people receive
10. Managers use available workforce data effectively when
making decisions
Disagreement Agreement
Mean Line responses Mean HR responses
HR and Line congruency (or not!)
Part III
Summary…
Now a REALITY to measure/map this in
(quasi) real-time
Higher employee
engagement
Higher productivity
Higher organisation performance
More effective human capital management
Source: The Enterprise-wide Application of Human Capital Intelligence (HCMi), N J Higgins & G Cohen ,VaLUENTiS white paper
When leading edge means leading edge…
HCM Intelligence – ‘The Full Monty’
HC Measurement & evaluation
•Absenteeism
•Turnover (voluntary)
•Turnover (involuntary)
•Recruitment cost per FTE
•Time to fill
•Training days per FTE
•Training spend per FTE
•Revenue per FTE
•Profit per FTE
•HR FTE: FTE
•Employee costs per FTE
•HR costs per FTE
•% females in senior management roles
5.2%
8.6%
1.8%
£12,569
38 days
3.5
£871
£365,121
£67,119
1:112
£27,469
£1356
23%
•HCI (used with revenue per FTE to calculate HCIR per FTE)
•HR budget (adjusted using standard template)
•MD spend
•Internal/external management position fill ratio
•No of industrial tribunals
•% union membership
•HR service delivery (IT mix)
Plus portfolio of tertiary indicators which are more context/organisation specific
•HR spend per FTE
(adjusted using standard template)
•Formal job offer success
Plus portfolio of tertiary indicators which are more
context/organisation specific
•HC leverage
•HCIR per FTE
•HC Investment ratio
•Employee engagement
•Voluntary turnover1
•Absenteeism1
•Accident/injury rate
•VB-HR™
Rating
•HC Performance
•HCI (used with revenue per FTE to calculate HCIR per FTE)
•HR budget (adjusted using standard template)
•MD spend
•Internal/external management position fill ratio
•No of industrial tribunals
•% union membership
•HR service delivery (IT mix)
Plus portfolio of tertiary indicators which are more context/organisation specific
•HR spend per FTE
(adjusted using standard template)
•Formal job offer success
Plus portfolio of tertiary indicators which are more
context/organisation specific
•HC leverage
•HCIR per FTE
•HC Investment ratio
•Employee engagement
•Voluntary turnover1
•Absenteeism1
•Accident/injury rate
•VB-HR™
Rating
•HC Performance
DIVERSITY
EMPLOYEE
CENTRICITY
EMPLOYER
BRAND
HR
GOVERNANCE
HR
OPERATIONAL
EXCELLENCE
LEADERSHIP
ORGANISATION
CLIMATE ORGANISATION
COMMUNICATIONS
ORGANISATION
DESIGN
PERFORMANCE
ORIENTATION
RESOURCING
RETENTION
REWARD
TALENT
MANAGEMENT
TRAINING &
DEVELOPMENT
79.6
+
81.3
+
74.2
67.4
+
61.5
43.1 +
48.7
64.2
62.859.460.3
+
68.4
65.759.9 41.6
DIVERSITY
EMPLOYEE
CENTRICITY
EMPLOYER
BRAND
HR
GOVERNANCE
HR
OPERATIONAL
EXCELLENCE
LEADERSHIP
ORGANISATION
CLIMATE ORGANISATION
COMMUNICATIONS
ORGANISATION
DESIGN
PERFORMANCE
ORIENTATION
RESOURCING
RETENTION
REWARD
TALENT
MANAGEMENT
TRAINING &
DEVELOPMENT
79.6
+
81.3
+
74.2
67.4
+
61.5
43.1 +
48.7
64.2
62.859.460.3
+
68.4
65.759.9 41.6
Human
Capital
Practices
Human
Capital
Practices
External
Value
Proposition
External
Value
Proposition
Customer
Satisfaction
Customer
Satisfaction
Customer
Loyalty
Customer
Loyalty
Revenue
Growth
Revenue
Growth
ProfitabilityProfitability
Employee
Retention
Employee
Retention
Individual/
team
Productivity
Individual/
team
Productivity
‘Local’
Management
‘Local’
ManagementCost controlCost control
ComplianceCompliance
Portfolio mixPortfolio mix
X-sellingX-selling
ServiceService
Work valuesWork values
Line-of-sightLine-of-sight
DevelopmentDevelopment
RewardReward
Work environmentWork environment
Employee
Engagement
Employee
Engagement
Leadership
&
governance
Leadership
&
governance
Shareholder
value
Shareholder
valueEmployer
brand
Employer
brand
Human
Capital
Practices
Human
Capital
Practices
External
Value
Proposition
External
Value
Proposition
Customer
Satisfaction
Customer
Satisfaction
Customer
Loyalty
Customer
Loyalty
Revenue
Growth
Revenue
Growth
ProfitabilityProfitability
Employee
Retention
Employee
Retention
Individual/
team
Productivity
Individual/
team
Productivity
‘Local’
Management
‘Local’
ManagementCost controlCost control
ComplianceCompliance
Portfolio mixPortfolio mix
X-sellingX-selling
ServiceService
Work valuesWork values
Line-of-sightLine-of-sight
DevelopmentDevelopment
RewardReward
Work environmentWork environment
Employee
Engagement
Employee
Engagement
Leadership
&
governance
Leadership
&
governance
Shareholder
value
Shareholder
valueEmployer
brand
Employer
brand
VB-HR™ Rating
Workforce Intelligence
HR Strategy
OrganisationalHCM
Capital
B B R
BBRCCCCCC
BBRCCCB
HCMArchitecture
BBRBB
Management Employees
BBRCCCB
BBRCCCCCC
HR Customer-
agency
BB
HR Capability
BB
HumanCapital
HR Functional Capital
Human Capital Management
Overall
ranking
AAAAAABBBBBBCCC
CC
C
R
rmin
r
RR
RRRB RB
HR Procurement
RBB
RBBBB
BB
R
EFFECTIVENESS
MAINTENANCE
RISK
VB-HR™ Rating
Workforce Intelligence
HR Strategy
OrganisationalHCM
Capital
B B R
BBRCCCCCC
BBRCCCB
HCMArchitecture
BBRBB
Management Employees
BBRCCCB
BBRCCCCCC
HR Customer-
agency
BB
HR Capability
BB
HumanCapital
HR Functional Capital
Human Capital Management
Overall
ranking
AAAAAABBBBBBCCC
CC
C
R
rmin
r
RR
RRRB RB
HR Procurement
RBB
RBBBB
BB
R
EFFECTIVENESS
MAINTENANCE
RISK
BB
BB
R
EFFECTIVENESS
MAINTENANCE
RISK
3.11
Managing
ASP/software/
Outsource Providers
4.11
Managing
ASP/ERP/soft
ware/Outsour
ce Providers
1.6
HR Policy
2.5
Organisation
Restructure/
Change/ Development
3.1
Workforce
Planning
1.7
HR
Performance/
Strategy
Review/ Audit
1.1
Employer
brand
4.1
Needs
Assessment
6.1
Total Reward
Programme
7.1
Employee
Communications
8.2
Risk
Assessment
1.2
HR Value
Proposition
1.3
HR Delivery
Structure
1.4
HC Reporting
1.5
HR Capability
10.9
Reporting/
Interfaces
2.6
Acquisition/
Divestiture/
Start-up Due
Diligence/ Support
2.1
Organisationa
l Design/
Capability
Planning –
Business Unit
Level
2.2
Organisationa
l Design/
Capability
Planning –
Multi-country
Level
2.3
Organisationa
l Design/
Capability
Planning –
Global Level
2.4
Job
Classification/
Evaluation
3.2
Candidate
Identification
Services
3.3
Job Profile
Services/
Requisition Processing
3.4
Candidate
Selection
3.5
Temporary
and
Contractor
Staffing
3.6
General
Employment Services
3.7
Relocation
3.8
Outplacement Services
3.9
Employment
Law Services
3.10
Consulting
Line
Managers On
Staffing Issues
4.2
General
Training
Design,
Development
and Delivery
4.3
Training &
Development Management
4.4
Technical/
Functional/
Policy &
Procedure
Training
4.5
Employee
Induction/
Orientation
4.6
Competencies
/ Skills Model
Development
And
Assessment
4.7
Leadership/
Management Development
4.8
Executive Development
4.9
Career Development
4.10
Consulting On
Managerial
Issues
5.1
Performance
(Talent)
Management
Assessment
5.2
Performance
(Talent)
Management Development
5.3
Performance
Reviews
5.4
Succession
(Talent) Management
6.2
Wage And
Salary
Management
6.3
Bonus/Incenti
ve/ Stock
Options
Compensatio
n
6.4
Senior/
Executive
Compensatio
n
7.2
Benefits
7.3
Attendance/
Leave Of
Absence/ Exit
Interviews
7.4
Return-To-
Work and Job
Accommodati
on
8.1
Risk
Management/
Regulatory
Compliance/ Security
9.1
HRIS Strategy
9.2
HRIS
Planning
10.1
Payroll
10.2
Employee/
Manager
Interaction/
Problem
Resolution
10.3
Time
Reporting
10.6
Tax
Reporting/
Audit
10.7
Employee
Reimburseme
nt
10.8
Statutory
Benefits/
Miscellaneous
Admin
10.10
Managing
Outsource
Providers
1.8
Managing
External
Consultants/
Outsource Providers
2.7
Managing
External
Consultants/
Outsource
Providers
5.5
Attendance
Management
6.5
Expatriate
Compensatio
n
7.5
Company
Policies And
Procedures
8.3
Accident
Prevention
and Training
Programmes
8.4
Health/Medica
l Programmes
9.3
HRIS Support
9.4
Employee
Research &
Modelling
5.6
Employee
Coaching
6.6
Compensatio
n
Analysis/Pay
review
6.7
Healthcare/
Welfare/
Statutory/
Other Benefit
Programmes
7.6
Collective
Bargaining/
Negotiating/
Consultative Processes
7.7
Work
Practices For
Represented
Employees
8.5
Incident
Tracking and
Reporting
8.6
Managing
External
Consultants/
Outsource Providers
9.5
Benchmarkin
g
9.6
Measurement
and Reporting
10.4
Special Pay,
Adjustments
And
Deductions
10.5
Payroll
Accounting/
Recon/
Manual
Calculations
&
Disbursement
5.7
Employee
Counselling/
Case
management
5.8
PM
Compliance
Support
6.8
Pension
Management
6.9
Retirement
Planning/
Counselling
And
Administratio
n
7.8
Conflict and
Issue
Resolution
7.9
Corporate/
Community
Social
Responsibility
9.7
Employee
Records/Case
management/
Data
Maintenance
9.8
Reporting/
Interfaces
9.9
Managing
ASP/software/
Outsource
Providers
5.10
Managing
ASP/ERP/
Software
Providers
5.9
Consulting To
Line
Managers On
Performance
Issues
6.10
Managing
External
Consultants/
Outsource
Providers
7.10
Government/
Legislative Issues
7.11
Managing
External
Consultants
HR
GOVERNANCE
ORGANISATION
DESIGN
RESOURCING TRAINING &
DEVELOPMENT
PERFORMANCE
(TALENT)
MANAGEMENT
REWARDEMPLOYEE
RELATIONS
& COMMS
EMPLOYEE
HEALTH &
SAFETY
HRIS &
MEASURE-
MENT
PAYROLL
3.11
Managing
ASP/software/
Outsource Providers
4.11
Managing
ASP/ERP/soft
ware/Outsour
ce Providers
1.6
HR Policy
2.5
Organisation
Restructure/
Change/ Development
3.1
Workforce
Planning
1.7
HR
Performance/
Strategy
Review/ Audit
1.1
Employer
brand
4.1
Needs
Assessment
6.1
Total Reward
Programme
7.1
Employee
Communications
8.2
Risk
Assessment
1.2
HR Value
Proposition
1.3
HR Delivery
Structure
1.4
HC Reporting
1.5
HR Capability
10.9
Reporting/
Interfaces
2.6
Acquisition/
Divestiture/
Start-up Due
Diligence/ Support
2.1
Organisationa
l Design/
Capability
Planning –
Business Unit
Level
2.2
Organisationa
l Design/
Capability
Planning –
Multi-country
Level
2.3
Organisationa
l Design/
Capability
Planning –
Global Level
2.4
Job
Classification/
Evaluation
3.2
Candidate
Identification
Services
3.3
Job Profile
Services/
Requisition Processing
3.4
Candidate
Selection
3.5
Temporary
and
Contractor
Staffing
3.6
General
Employment Services
3.7
Relocation
3.8
Outplacement Services
3.9
Employment
Law Services
3.10
Consulting
Line
Managers On
Staffing Issues
4.2
General
Training
Design,
Development
and Delivery
4.3
Training &
Development Management
4.4
Technical/
Functional/
Policy &
Procedure
Training
4.5
Employee
Induction/
Orientation
4.6
Competencies
/ Skills Model
Development
And
Assessment
4.7
Leadership/
Management Development
4.8
Executive Development
4.9
Career Development
4.10
Consulting On
Managerial
Issues
5.1
Performance
(Talent)
Management
Assessment
5.2
Performance
(Talent)
Management Development
5.3
Performance
Reviews
5.4
Succession
(Talent) Management
6.2
Wage And
Salary
Management
6.3
Bonus/Incenti
ve/ Stock
Options
Compensatio
n
6.4
Senior/
Executive
Compensatio
n
7.2
Benefits
7.3
Attendance/
Leave Of
Absence/ Exit
Interviews
7.4
Return-To-
Work and Job
Accommodati
on
8.1
Risk
Management/
Regulatory
Compliance/ Security
9.1
HRIS Strategy
9.2
HRIS
Planning
10.1
Payroll
10.2
Employee/
Manager
Interaction/
Problem
Resolution
10.3
Time
Reporting
10.6
Tax
Reporting/
Audit
10.7
Employee
Reimburseme
nt
10.8
Statutory
Benefits/
Miscellaneous
Admin
10.10
Managing
Outsource
Providers
1.8
Managing
External
Consultants/
Outsource Providers
2.7
Managing
External
Consultants/
Outsource
Providers
5.5
Attendance
Management
6.5
Expatriate
Compensatio
n
7.5
Company
Policies And
Procedures
8.3
Accident
Prevention
and Training
Programmes
8.4
Health/Medica
l Programmes
9.3
HRIS Support
9.4
Employee
Research &
Modelling
5.6
Employee
Coaching
6.6
Compensatio
n
Analysis/Pay
review
6.7
Healthcare/
Welfare/
Statutory/
Other Benefit
Programmes
7.6
Collective
Bargaining/
Negotiating/
Consultative Processes
7.7
Work
Practices For
Represented
Employees
8.5
Incident
Tracking and
Reporting
8.6
Managing
External
Consultants/
Outsource Providers
9.5
Benchmarkin
g
9.6
Measurement
and Reporting
10.4
Special Pay,
Adjustments
And
Deductions
10.5
Payroll
Accounting/
Recon/
Manual
Calculations
&
Disbursement
5.7
Employee
Counselling/
Case
management
5.8
PM
Compliance
Support
6.8
Pension
Management
6.9
Retirement
Planning/
Counselling
And
Administratio
n
7.8
Conflict and
Issue
Resolution
7.9
Corporate/
Community
Social
Responsibility
9.7
Employee
Records/Case
management/
Data
Maintenance
9.8
Reporting/
Interfaces
9.9
Managing
ASP/software/
Outsource
Providers
5.10
Managing
ASP/ERP/
Software
Providers
5.9
Consulting To
Line
Managers On
Performance
Issues
6.10
Managing
External
Consultants/
Outsource
Providers
7.10
Government/
Legislative Issues
7.11
Managing
External
Consultants
HR
GOVERNANCE
ORGANISATION
DESIGN
RESOURCING TRAINING &
DEVELOPMENT
PERFORMANCE
(TALENT)
MANAGEMENT
REWARDEMPLOYEE
RELATIONS
& COMMS
EMPLOYEE
HEALTH &
SAFETY
HRIS &
MEASURE-
MENT
PAYROLL
HC Productivity Statement
CONTRACTED RESOURCE ye 31st Dec 2005 ye 31st Dec 2004
Total number of FTE days contracted in year 3,530,340 3,401,289
Total number of FTE vacation days taken in year
336,987 333,144
TOTAL NUMBER OF CONTRACTED FTE DAYS AVAILABLE
3,193,353 3,068,145
WORK RESOURCE ADJUSTMENT
FTE days gained through recorded overtime
work (+)
61,932 65,371
FTE days lost to illness (-) 18,431 19,016
FTE days lost to work-related illness/injury (-) 2,773 2,816
FTE days lost to industrial action (-) 249 167
FTE days recorded as lost under miscellaneous
(-)
763 1,075
ACTUAL NUMBER OF CONTRACTED FTE DAYS WORKED
3,233,069 3,110,442
PRODUCTIVITY
HCI*Revenue per FTE day (optimal) £192.96 £185.42
HCI*Revenue per FTE day (actual) £190.59 £182.90
HCI*Revenue per FTE day differential £2.37 £2.52
EMPLOYER-EMPLOYEE RELATED INDICES
Employee engagement index 69.2 68.5
Employer brand index 71.3 71.0
HUMAN CAPITAL MANAGEMENT INDEX
VB-HR Rating BB-BB-R BB-B-R
HC Performance Sustaining + Sustaining +
HC Productivity Statement
CONTRACTED RESOURCE ye 31st Dec 2005 ye 31st Dec 2004
Total number of FTE days contracted in year 3,530,340 3,401,289
Total number of FTE vacation days taken in year
336,987 333,144
TOTAL NUMBER OF CONTRACTED FTE DAYS AVAILABLE
3,193,353 3,068,145
WORK RESOURCE ADJUSTMENT
FTE days gained through recorded overtime
work (+)
61,932 65,371
FTE days lost to illness (-) 18,431 19,016
FTE days lost to work-related illness/injury (-) 2,773 2,816
FTE days lost to industrial action (-) 249 167
FTE days recorded as lost under miscellaneous
(-)
763 1,075
ACTUAL NUMBER OF CONTRACTED FTE DAYS WORKED
3,233,069 3,110,442
PRODUCTIVITY
HCI*Revenue per FTE day (optimal) £192.96 £185.42
HCI*Revenue per FTE day (actual) £190.59 £182.90
HCI*Revenue per FTE day differential £2.37 £2.52
EMPLOYER-EMPLOYEE RELATED INDICES
Employee engagement index 69.2 68.5
Employer brand index 71.3 71.0
HUMAN CAPITAL MANAGEMENT INDEX
VB-HR Rating BB-BB-R BB-B-R
HC Performance Sustaining + Sustaining +
Human Capital Operating Statement
ye 31st Dec 2005 ye 31st Dec 2004
OPERATING INCOME %
Revenue (£000s) 1,057,016 1,015,020
FTEs 16,352 16,047
Revenue per FTE 64,641 63,253
OPERATING COSTS
Total operating costs (£000s) 904,371 815,094
People costs (£000s) 532,181 464,317
Human Capital Intensity (HCI) 58.85 56.96
OPERATING INCOME ATTRIBUTABLE
TO HC (HCIR per FTE)
38,041
36,029
£ % £ %
ANCILLARY PEOPLE COSTS (APC)
Training & Development costs (£000s) 8,176 7,342
Recruitment costs (£000s) 2,314 2,954
Health & Safety costs (£000s) 740 691
HR functional and related costs (£000s) 6,254 6,879
Outplacement costs (£000s) 256 53
Total 17,740 17,919
HC LEVERAGE (HCIR/APC per FTE) 35.06 32.26
Human Capital Operating Statement
ye 31st Dec 2005 ye 31st Dec 2004
OPERATING INCOME %
Revenue (£000s) 1,057,016 1,015,020
FTEs 16,352 16,047
Revenue per FTE 64,641 63,253
OPERATING COSTS
Total operating costs (£000s) 904,371 815,094
People costs (£000s) 532,181 464,317
Human Capital Intensity (HCI) 58.85 56.96
OPERATING INCOME ATTRIBUTABLE
TO HC (HCIR per FTE)
38,041
36,029
£ % £ %
ANCILLARY PEOPLE COSTS (APC)
Training & Development costs (£000s) 8,176 7,342
Recruitment costs (£000s) 2,314 2,954
Health & Safety costs (£000s) 740 691
HR functional and related costs (£000s) 6,254 6,879
Outplacement costs (£000s) 256 53
Total 17,740 17,919
HC LEVERAGE (HCIR/APC per FTE) 35.06 32.26
PeopleFlow® Statement
STAFFING ye 31st Dec 2005 ye 31st Dec 2004
%
No of full-time staff at start of year 14,011 13,865
Number of part-time staff at start of year (FTE
eqv)
1,932 1,491
Number of other at start of year (FTE eqv) 104 175
Full time equivalents (FTEs) at start of year
16,047 15,531
STAFFING MOVEMENT % £ %
Number of FTEs recruited in period (+) 1,427 1,874
Number of acquisitioned FTEs during period (+) - -
1,427 1,874
Number of voluntary leavers (FTE) in period (-) 996 1,065
Number of FTEs made redundant or outplaced in period (-)
35 217
Number of FTE retirements in period (-) 91 76
Number of FTEs outsourced in period (-) -
Full time equivalents (FTEs) at end of year 16,352 16,047
STAFFING MISCELLANEOUS
Mean tenure (years) 5.2 5.3
Mean age of workforce 34 34
Retirement population 5,391 5,304
PeopleFlow® Statement
STAFFING ye 31st Dec 2005 ye 31st Dec 2004
%
No of full-time staff at start of year 14,011 13,865
Number of part-time staff at start of year (FTE
eqv)
1,932 1,491
Number of other at start of year (FTE eqv) 104 175
Full time equivalents (FTEs) at start of year
16,047 15,531
STAFFING MOVEMENT % £ %
Number of FTEs recruited in period (+) 1,427 1,874
Number of acquisitioned FTEs during period (+) - -
1,427 1,874
Number of voluntary leavers (FTE) in period (-) 996 1,065
Number of FTEs made redundant or outplaced in period (-)
35 217
Number of FTE retirements in period (-) 91 76
Number of FTEs outsourced in period (-) -
Full time equivalents (FTEs) at end of year 16,352 16,047
STAFFING MISCELLANEOUS
Mean tenure (years) 5.2 5.3
Mean age of workforce 34 34
Retirement population 5,391 5,304
HCM Intelligence
Management Pathfinder
(OE indicators) ‘RADAR’
Employee engagement
Basic metrics
Measurement pyramid
Modelling analytics linking performance to human capital
(management)
HR delivery and
operational risk
Human capital reporting
‘Thank you.’
Nicholas J Higgins [email protected] VaLUENTiS Ltd, 2nd Floor, Berkeley Square House, Berkeley Square, London W1J 6BD HO: +44 (0)207 887 6108 M: +44 (0)7811 404713 www.valuentis.com www.ISHCM.com www.NicholasJHiggins.com www.HCglobal.blogspot.com
THE EE
PLAYBOOK
Line of sight
Work environment
Operating culture
Development
Reward (equity)
Performance link
What we bring…
Employee Engagement Solutions Evidenced based definition,
understanding and application
Measurement wisdom and expertise
On-line tools and analytics
Survey design expertise
Project management
expertise
Actioning strategies and
tactics
Frontline blended learning
‘License to manage’ programmes
Senior management feedback sessions
Global reach
‘Ten years of innovation…’
VaLUENTiS Ltd, 2nd Floor, Berkeley Square House, Berkeley Square, London W1J 6BD HO: +44 (0)207 887 6108/21 www.valuentis.com www.ISHCM.com
Management
Pathfinder®
Think Human Capital.
Who participates Outputs Evaluation level
Benefits
BRONZE - (Lite) Level 1
TM Pathfinder •Employees •Managers •HR personnel ...plus baseline HC metrics and demographic data
1.Initial knowledge session 2.Employee engagement assessment (inc. recut of existing
survey data) 3.Level 1 TM Playbook including Organisation engagement
(15OE) assessment (‘RADAR’) 4.Best practice recommendations (lite) 5.Feedback/review session
- Provides robust and quantitative insight of employee and organisation engagement
- Briefing on summary improvement actions - Potential for further people management
insight and actioning - Management learning particularly where
interwoven in MD programme
SILVER Level 2
TM Pathfinder •Employees •Managers •HR personnel ...plus baseline HC metrics, demographic & HR spend data
1.Initial knowledge session 2.Employee engagement assessment (inc. re-cut of existing
survey data) 3.Organisation engagement (15OE) assessment 4.Strategic HCM value driver analysis and assessment 5.Line/HR view congruency 6.HR spend analysis 7.Production of HC operating statements 8.Level 2 TM Playbook including recommendations &
routemap (80+ page technical report) 9.Feedback/review session and presentation
GOLD Level 3
TM Pathfinder •Employees •Managers •Personnel ...plus baseline HC metrics, demographic, HR spend & functional activity and organisation performance data
1.Initial knowledge session 2.Employee engagement assessment (inc. re-cut of existing
survey data) 3.Organisation engagement (15OE) assessment 4.Strategic HCM value driver analysis and assessment 5.Line/HR view congruency 6.HR spend analysis 7.Production of HC operating statements 8. Level 3 TM Playbook including full implementation
routemap with detailed actions (extended report) 9.Feedback/review session
Extended options and advisory
As required
- Bespoke additional services, analyses and reports to fit client context and requirements
Provides extensive client solution coverage
- Provides robust and quantitative insight of employee and organisation engagement
- Detailed commentary on strengths, areas for enhancement and corresponding improvement actions (‘in loco’ HR strategy)
- Detailed insight of HC related operating performance
- Comparative benchmarks to assess performance and progress
- Management development
- Provides robust and quantitative insight of employee and organisation engagement
- Detailed commentary on strengths, areas for enhancement
- Fully comprehensive implementation routemap with detailed actions
- HR function ‘profile’ assessment - Detailed insight of HC related operating
performance - Comparative benchmarks to assess
performance and progress - Management development
Professional Services www.valuentis.com
VaLUENTiS Ltd, 2nd Floor, Berkeley Square House, Berkeley Square, London W1J 6BD +44 (0) 207 887 6108
Professional Services www.valuentis.com
Smart. Smarter. Smartest...
‘PEOPLE SCIENCE®’
Organisation Intelligence
to improve organisation performance
• Human Capital Management Evaluation • Employee Engagement • Talent Management • Workforce Productivity & Performance • Predictive Analytics • HC Forensics & Risk • HR Function ROI Analysis • Organisation Measurement • Management Education • Organisation Strategy
SOLUTIONS
‘The leading human capital management specialists’
Think HR. Think Human Capital.™
Only one place to learn Human Capital Management. Being human is unique. Attaining an M Sc in HCM is even more so.
2nd Floor, Berkeley Square House, Berkeley Square, London W1J 6BD Tel: +44 (0)207 887 6121 Fax: +44 (0)207 887 6100 [email protected] www.ISHCM.com
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