1. HR ANALYTICS
Kevin D Carlson & Michael J Kavanagh
EP JOHN
11397044

2.  Introduction OVERVIEW
 A brief history
 Contemporary HR analytics
 Main objective
 Using HR analytics
 Problem solving and decision making
 HR process efficiency
 Analytics basics
 Things to remember

3. INTRODUCTION
 Org decision making
 Integrated HRIS
 Y2K
 TQM, 6 Sigma, Lean
 Evidence-based management
 1984 – Dr Jac Fitz-enz,
Saratoga Institute

4. SHRM HR EFFECTIVENESS REPORT

5. CONTEMPORARY HR METRICS &
WORKFORCE ANALYTICS
 Expense
 Cost & benefit
 Learn from the past

6. MAIN OBJECTIVE
 Tell, what you want???
 Existing reports???
 Acknowledge???

7. USE OF HR METRICS & WORKFORCE
ANALYTICS
 Metrics – data that reflect some
descriptive detail about given processes
or outcomes.
 Analytics – strategies for combining data
elements into metrics and for examining
relationships or changes in metrics.
 Importance – depends on the problems
and opportunities that currently face its
managers.

8. HR ACTIVITIES
 Reporting
 Dash boards
 Bench marking
 Data mining
 Predictive analyses
 Operational experiments
 Workforce modeling

9. PROBLEM SOLVING & DECISION MAKING
 Decision making, is understanding of
 the outcomes that one is attempting to
achieve
 the factors that influence those
outcomes and their current states
 knowing available tactical options and
their costs

10. PROBLEM SOLVING & DECISION MAKING
 Common & troublesome view
 Struggle to determine what & how to report
 Report large metrics, that may not be
relevant.
 Opportunity domains of HR expertise
 Centers of excellence
 Business partners
 Process administration

11. COMPONENTS OF HR FUNCTIONALITY
Business partner
Process Centre of
administration excellence

12. HR PROCESS EFFICIENCY
 Organizational effectiveness
 The outcomes are the business units’
operational metrics i.e. Percentage of on-
time deliveries, Operational
downtime, Lost time accidents, Units sold
or Cost per unit. (Operational
effectiveness)
 Strategic realignment
 Long term planning

13. MEASUREMENT METRICS & ANALYTICS
BASICS
 Getting started
 Increase organizational efficiency
 The role of Why???
 Intermediate variable effects
 Putting HR metrics and analytics data in context
 Trend information
 Reporting what we find
 Push systems
 Pull systems

14. PUSH & PULL SYSTEMS
 PUSH
 email
 PULL
 Posting HR metrics – company
website
 Offer of access to information
 Access to information

15. THINGS TO REMEMBER
 Don’t DO METRICS
 Bigger is not always better
 Is a journey – not destination
 Be willing to learn
 Avoid the temptation to measure
everything aggressively

16. HR METRICS & FUTURE
 Competitive advantage
 Effective organizational functioning
 Effective decision making
 Manage human Capital

17. RESEARCH PAPERS

19. HOW CAN ORGANISATIONS USE
WORKFORCE ANALYTICS?
 Forward-looking workforce planning
 Managing talent acquisition
 Diversity effectiveness
 Talent potential & progression
 Proactive retention

20. WHAT ARE THE KEY SUCCESS
FACTORS?
 Start small and build momentum
 Focus on capabilities
 Use existing technology investments
 Consider cloud to jump-start the effort
 Use what you learn

22. TYPICAL HR CHALLENGES
 No accurate view of workforce profile
 Lack of visibility in the effectiveness of HR
programs
 Poor alignment of talent management strategy
with corporate strategy
 No standard HR reporting infrastructure
 Time wasted gathering data to manage &
report