CEO Simon Hann presented on HR Analytics and Workforce Planning: Trends, Challenges and Solutions at the IQPC Workforce Planning Summit.

1. Slide 1
HR Analytics and Workforce
Planning: Trends, Challenges
and Solutions
Simon Hann
CEO, DeakinDigital
@deakindigital
www.deakindigital.com

2. Slide 2
What we will cover in the next 30 minutes
• Workforce Planning – trends and challenges
• HR Analytics: Beyond the hype and noise to enable success
• Credentials – a data driven solution for HR
• Capabilities and credentials – underpinning the HR Lifecycle
• Case study ‐ Cisco

3. Slide 3
DeakinDigital – What do we do?
We provide independently verified, evidence‐based
employability credentials for the development of high
performing organisations.
Backed by
Deakin University

4. Slide 4
Dr. Marcus Bowles
www.workingfutures.com.au
Working with …

5. Slide 5
Workforce Planning
– trends and
challenges

6. Slide 6
Pressures on HR
Workforces in
Turbulent
Futures

7. Slide 7
What skills will the future demand?
Sponsored by Google
Source: The Economist Intelligence Unit, ‘Driving the skills agenda: Preparing students for the future’, p. 8.

8. Slide 8
Greatest challenges for HR – employee focus
• Secure and invest in leadership
talent development
• Create a culture with shared
meaning and purpose
• Develop deep and wide
collaboration
• Drive growth while being
sustainable
• Recognise and reward emotional
and cognitive capabilities, not just
skills
© Working futures, Marcus Bowles

9. Slide 9
4 critical challenges for HR – employer focus
• HR measurement – aligning
talent management to
business performance
• Delivering workforce metrics
and analytics
• Internal mobility and career
development
• Enabling a strong self‐
learning culturehttp://www.bersin.com/blog/post/4‐Critical‐
Challenges‐Facing‐HR‐Leaders‐Today.aspx

10. Slide 10
HR Analytics:
Beyond the hype and noise to enable success

11. Slide 11
Benefits of mature analytics organisations
Bersin by Deloitte WhatWorks Brief
High Impact Talent Analytics: Building
a World Class HR Measurement and
Analytics Function

12. Slide 12
Data, people and profits: The case for data‐driven HR in banking (KPMG: 2015)© DeakinDigital 2016

13. Slide 13
Wicked problems for HR
1. Proof of capability and fast cycle time to
proficiency for Early Career Entrants/ Early
Into Company
2. A taxonomy or currency to better design jobs
and run the HR lifecycle‐ now and future
3. Matching people to more dynamic, fast
emerging new jobs (the “right” person; right
time; every time; in real time)
4. Identify and support future capability
development needs for High Potential (HiPo)
employees
5. Strategic management and reporting the
human capital value of the workforce
capability

14. Slide 14
Credentials – a
data driven
solution for HR

15. Slide 15
Professional Practice Credentials – what
are they?
Creating a new currency for workforce planning and HR lifecycle that provide
independent PROOF OF CAPABILITY
Through Recognition of Professional Practice the knowledge, skills and
potential of the experienced workforce are identified
Credentials recognise professional expertise and benchmark this against
recognised global standards

16. Slide 16
Professional Practice Credentials
Professional Expertise Credentials
• Leadership
• Risk Management
• Project Management
• Change Management
• Industry specific
Core Employability Credentials
© DeakinDigital 2016

17. Slide 17
• Each Professional Capability Standard supports a credential at
five levels.
Credentials are designed to show levels and a
standard based on a knowledge and skill mix
DeakinDigital Professional Capabilities
Entry Developing Intermediate Proficient Advanced
Australian Qualifications Framework alignment
AQF 3 AQF 5 AQF 7 AQF 8 AQF 9
Levels of work alignment
Individual Team Operational Tactical/Functional Strategic
© DeakinDigital 2016

18. Slide 18
Framework Alignment Model
Deakin University Graduate
Learning Outcomes
10
6
5
4
3
2
Australian Qualifications
Framework (AQF)
Professional
Capability Standards
Professional Practice
Credentials
Communication
Digital Literacy
Critical Thinking
Problem Solving
Self‐management
Teamwork
Global Citizenship
Discipline Specific
Communication
Digital Literacy
Critical Thinking
Problem Solving
Self‐management
Teamwork
Global Citizenship
Professional
Expertise
1
Professional Ethics
9 (Masters)
8 (Grad Cert/Diploma)
7 (Bachelor)
© DeakinDigital 2016

19. Slide 19
Credentials lead to qualifications:
Example: Master of Professional Practice (Financial Planning)
Financial
Planning
Development
Unit
Professional
Research and
Analysis Unit
Deakin Capstone
Applied Project
Unit
Deakin University
Cloud Campus
Professional Practice Credentials – DeakinDigital
Entry requirement:
Five years
experience across
majority
knowledge
requirements;
Bachelor degree
Aligned to Deakin University
non‐discipline specific
graduates learning outcomes
Aligned to Deakin University
discipline specific
graduates learning outcomes
(financial planning)
1 credit point each
Deakin University
Start Anytime
Cloud Campus
2 credit points

20. Slide 20
Capabilities and
Credentials –
underpinning the
HR Lifecycle

21. Slide 21
Credentials – across the HR lifecycle
Capabilities and
credentials provide a
consistent, comparable
currency that can
underpin activities in
the HR Lifecycle
Business Need
Workforce
Planning‐ Job
Design
Define talent and
potential
Selection &
Recruitment
Learning &
Development
Performance
Succession
Reward & Benefits
Capabilities
&
Credentials

22. Slide 22
Workforce Planning
HR Analytics measure and show capabilities valuable into the future
Close match
Responsive and agile
Shared vision for future
Strong Leadership
 Engaged employees
 Motivated and committed employees
 Innovation
 Effective talent pool
 Good performance
Poor match
 Inflexible, slow to change
 Poor alignment to future vision
 Lack of leadership
 Low motivation and commitment
 Poor or inconsistent performance
 Low responsiveness
 Low attraction to new recruits
Capabilities – Skills, knowledge and attributes required by the individual to perform
roles that contribute to the performance, culture and organisational vision for future.
Other Competencies – Technical and job specific attributes required by individuals to
perform task or static job role.
Now Future

23. Slide 23
Talent Management
Core Capabilities (transferrable)
Professional Expertise (disciplines)
These are the job functions you will undertake using the
Capabilities specified to deliver Business Results.
These are the job functions you will undertake using the
Capabilities specified to deliver Business Results.
These are the business results that must be delivered.
These are the business results that must be delivered.
Capability‐based PD at a level
Job Function
What
you need…
How you
use it…
LEAD
Business Results
These are the job functions you will undertake using the
Capabilities specified to deliver Business Results.
Results!
CMO

24. Slide 24
Professional Development
Measurement and parity are keys to success
One of the strongest predictors of high‐impact L&D is strong
talent analytics capabilities. High‐impact learning
organisations tend to understand that the purpose of
measurement is to capture actionable information in order
to improve the efficiency, effectiveness, and alignment of
the entire L&D function. Comparing this information
against industry norms enables L&D leaders to pinpoint
potential problem areas and make better investments.
Bersin by Deloitte, What Works Brief January 2016
UK Corporate Learning Factbook 2016: Benchmarks, Trends, and Analysis of the UK Training Market

25. Slide 25
Derived from Bersin by Deloitte, 2015
Bringing it all together …

26. Slide 26
Cisco – case study

27. Slide 27