HR Analytics Presentation by Jac Fitz-Enz

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Key Points p Old data is not useful to know the future p ¦he marketplace is always changing p Rocus on predictive analytics

Answer: ¦hese all change their industry- Rundamentally changed and other needs to catch up

Predictive Analytics: Not statistics ʹ just a part of the framework Ask questions that are critical to strategy

HR does not have a model but needs one !

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Applications for this model: 1) Mission critical problem (project manager) ʹ used model for a single problemʹ what are factors, etc 2) Complete organization make over

What do you think about when you think of your company? What is your ͞signature͟?

Start with a SCAN:

Questions to ask: What are issues for your organization? What are you going to do about human capital ʹ example; recruiting new folks from the outside.. Now how do these forces affect the structure of your organization?

Example is cubicles versus hotel ling versus remote workers.

Now add the Relational aspect to the mix:

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Jobs are continually being No look at positions ʹ think of capabilities Job descriptions = no Build the capability that you need for the future You can only manage today for tomorrow Key Point (competency versus capability) p Competency is current skills p Capability is for the future

Examples ʹ Digital photography (Kodak) stayed with chemistry processing of pictures and did not see the trend to digital; Bell Helicopter ʹ metal helicoper ʹ aluminum then composits for a ligher ʹ they fell behind because they; Analog to digital in Silicon Valley p Organizations need to be aware of how the market is changing p Can only magement tomorrow cannot manage yesterday

Staffing Example: Where did each ee come from ?

What is the tenure of these ees who came from newspapers?

Need to also look at on-boarding as well

Look at On-Boarding ͙ it is critical (in this example) What source gave the best quality of hire, and how did on-boarding effect it?

Example: when you travel ʹ you will check the forecast ʹ not the history of weather in past for that location

Put energy into leading indicators More to strategic where you connect the dots

HR should be reporintg to mgmt every month

Not cost of hire and count of hire

QIPS= quality, innovation, productivity and service Example: in a multi location organization ʹ what is the optimal time for a manager to stay in the position; will the manager get lazy over time in their comfort zone (retail business) Collect data around these elements (capabilities, leadership,etc)

Absenteeism is a lagging indication but a leading indication of a problem with errors A Predictor (absenteeism) becomes a laggard in the future

Show these results to senior management One change begins to effect another

Labor productivity affects

¦rack in HR: Process costs as an example

See how all is connected Everything is interactive and interrelated

MC = Mission Critical

HR needs to do better with Predicting not just monitoring performance