Creating a strategic, fact-based HR practice is the objective of every effective HR leader. However, achieving that goal can sometimes seem insurmountable, with traditional business intelligence and data warehouse projects often taking years before they start producing even meager results. But with the right approach, the truth is that you can lay the foundation for a data-driven HR function in a relatively short time if you follow some key workforce intelligence best practices. In this webinar, workforce intelligence expert Dave Weisbeck will explain: How to overcome the hurdles and avoid traps on the path to data-driven HR Why combining workforce data with business data is the key to becoming strategic Examples of quick wins you can make with workforce intelligence​

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Frequently
Asked
Ques6ons

7. #WFwebinar
How
to
Kickstart
Data-­‐Driven
HR
this
Summer
Dave
Weisbeck
Chief
Strategy
Officer
Visier

8. How to Kickstart Data-­‐Driven HR
Dave
Weisbeck,
CSO,
Visier
Summer
2016

9. Maximize your business outcomes,
through your people
Analyze:
Go
from
data
to
insights
Align:
Go
from
insights
to
plans
Act:
Go
from
plans
to
outcomes

10. Where are our
recruiAng
boBlenecks?
How can we retain
criAcal employees?
What if?
How well did we plan?
How do our total workforce
costs breakdown in our plan?
Should I give my team
member a raise?
What are our total
workforce costs and
how are they changing?
How can we connect Total
Rewards to our boBom line?
How will turnover
impact our future
workforce?
Which workforce
scenario will best
meet our
business goals
and budget?
Where should we allocate
people to support the
business?
Which CriAcal Talent is at
risk of resigning?
Who should I promote?
Workforce AnalyAcs
Workforce Planning
Visier Workforce
Intelligence
Visier is about making both HR and the business beBer

11. Visier is how the best brands
achieve the best business
outcomes

12. Agenda
• Choices
in
becoming
Data-­‐Driven
• The
Business
Intelligence
(BI)
opMon
• What
embedded
HR
analyMcs
can
and
cannot
do
• What
really
maPers
to
be
successful
• Examples
of
quick
wins
with
workforce
intelligence

13. Becoming Data-­‐driven

14. The 3 CriAcal Pieces
1.
Skillset
Mindset
Technology
2.
3.
From
data
management
to
analyMcal
thinking.
Culture
of
fact
based
decision
making.
Empowering
all
users
to
be
successful.

15. … and the survey says.
“First
the
good
news:
almost
70%
of
survey
respondents
expect
their
analyMcs
budgets
to
increase
in
2017….
Now
the
bePer
news:
management
seems
more
convinced
than
ever
before
about
the
power
of
people-­‐related
data”

16. The Technology Choices
Business
Intelligence
Embedded
“AnalyMcs”
Workforce
Intelligence
• Tools
that
allow
you
to
create
reports
and
dashboards
on
any
data
• Repor,ng
that
comes
with
your
HRIS,
ATS,
etc.
• Dedicated
workforce
analyMcs
and
planning

17. Business Intelligence

18. Business Intelligence
• Tools
that
allow
you
to
create
reports
and
dashboards
on
any
data
• Extremely
flexible
–
you
can
build
whatever
you
want
• Extremely
difficult
and
expensive
–
requires
very
technical
and
expensive
skills
• Slow
–
you
(or
IT)
have
to
build
it
all
yourself

19. BI challenges and risks
Complex
data
integraMon
Costly
data
warehouse
Time-­‐consuming
report
development
Insecure
sharing

20. BI challenges and risks
Complex
data
integraMon
Costly
data
warehouse
Time-­‐consuming
report
development
Insecure
sharing

21. BI challenges and risks
Complex
data
integraMon
Costly
data
warehouse
Time-­‐consuming
report
development
Insecure
sharing

22. BI challenges and risks
Complex
data
integraMon
Costly
data
warehouse
Time-­‐consuming
report
development
No
integrated
security

23. BI project costs: A TCO that keeps growing

24. Embedded HR analyAcs

25. The promise of embedded HR analyAcs
• Repor,ng
that
comes
with
your
HRIS,
ATS,
etc.
• Bundled
into
an
HR
system
promises
fast
and
cheap
• Only
reporMng
–
not
analyMcs
• Not
integrated
&
connected
–
how
do
you
connect
Perf
Mgnt
for
Quality
of
Hire?

26. The one really big catch
The
answers
to
strategic
business
quesMons
do
NOT
live
in
your
transacMonal
HR
systems
• In
retail
Do
stores
where
employees
have
longer
tenure
report
higher
sales?
• In
manufacturing
How
does
training
spend
relate
to
defect
rate?
• In
healthcare
What
workforce
drivers
are
linked
to
higher
paMent
saMsfacMon?
• In
financial
services
Is
the
amount
of
variable
compensaMon
linked
to
the
number
of
new
insurance
policies
wriPen?
• In
technology
How
does
Mme
in
posiMon
relate
to
the
first-­‐call
resoluMon
rate
of
support
calls?

27. It is all about Business Outcomes
An asserAve, data-­‐driven CHRO, is required
for your companies business success?
Business
Results
are
Key
Source:
Harvard
Business
Review

28. The answers live in disparate systems

29. ExtracAng true value from embedded
analyAcs requires extra cost and Ame
Data
integra6on
Extra
cost
and
6me

30. ExtracAng true value from embedded
analyAcs requires extra cost and Ame
Data
integra6on
Extra
cost
and
6me
Historical
data
Extra
cost
and
6me

31. ExtracAng true value from embedded
analyAcs requires extra cost and Ame
Data
integra6on
Extra
cost
and
6me
Historical
data
Extra
cost
and
6me
Future
changes
Extra
cost
and
6me

32. Why combining workforce
data with business data is key

33. Talk to business leaders
in terms they care about:
business results

34. “HR that starts with the business
doesn’t get as much resistance
from the business.”
Dave Ulrich

35. • What
workforce
metrics
(such
as
pay
per
FTE,
resignaMon
rates,
performance
raMngs,
etc.)
are
most
correlated
with
an
increase
in
revenue
per
full-­‐Mme
employee?
Example: QuesAons that connects the
workforce to business results

36. Examples: QuesAons that connect the
workforce to business results
• How
does
turnover
compare
to
sales
across
locaMons
over
last
12
months?
• How
do
tenure
and
performance
relate
to
the
profit
of
business
units?
• How
do
headcount,
turnover
rate,
and
total
cost
of
workforce
compare
to
revenue
by
locaMon?
• What
employee
aKributes
most
contribute
to
a
high
customer
sa6sfac6on
score?
• Does
employee
engagement
impact
profitability?
• Does
increasing
the
compa-­‐ra6o
for
top
performers
in
criMcal
roles
increase
revenue
growth?

37. Common
metrics
• Sales
per
square
foot
• Conversion
rate
• Sales
per
hour
• Average
basket
size/
value
• Profitability
per
store
Business
ques6ons:
• How
does
employee
engagement
impact
basket
size?
• Do
more
training
hours
lead
to
a
higher
in-­‐store
conversion
rate?
• How
does
variable
comp
affect
sales
per
hour?
Retail

38. Common
metrics
• Net
profit,
profit
margin,
share
price
• Customer
saMsfacMon
&
retenMon
• Average
insurance
policy
size
Business
ques6ons
• How
does
engagement
relate
to
customer
sa6sfac6on?
• If
we
increase
compensaMon
in
a
specific
area,
will
it
drive
the
number
of
new
policies
achieved?
Financial services & insurance

39. Common
metrics
• Units
produced
• Cost
of
good
sold
• Product
margin
• Units
sold
• Defect
rates
• Revenue
• Profits
Business
ques6ons
• Do
high
average
compa-­‐
raMo
teams
sell
more
units?
• Is
training
reducing
defect
rates
on
products
shipped?
• Are
overMme
hours
impacMng
profitability?
Manufacturing

40. Quick wins with
workforce intelligence

41. Workforce intelligence connects workforce insights to
business results -­‐ quickly
Workforce Intelligence

42. 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
implicaAons?
What should we do
differently to drive
business outcomes,
and is it working?

43. Engagement
WHAT?
SO WHAT?
NOW WHAT?
Does higher
engagement correlate
with higher customer
saAsfacAon (paAent
outcomes, producAvity,
…)?
What acAons will
improve engagement?
How do we measure if
we are successful and
on track?
What is our
employee
engagement score in
each store (hospital,
lab, plant,…)?

44. Engagement
• Discover
what
drives
employee
engagement
to
create
programs
to
increase
engagement

45. RetenAon
WHAT?
SO WHAT?
NOW WHAT?
How do resignaAons
impact revenue per
store?
Who is at risk of
leaving? How can we
improve retenAon of
top performers?
What is causing
resignaAons to
increase, or
decrease?

46. Store Revenue vs. Turnover

47. How people impact Customer SaAsfacAon
Tenure
managers
Age
Absence
1st
year
turnover
Training
hours
Variable
pay
Female
raMo
Customer
SaMsfacMon
KPI
Metrics
with
posiMve
correlaMon
to
Customer
SaMsfacMon
Metrics
with
negaMve
correlaMon
to
Customer
SaMsfacMon

48. RecruiAng
WHAT?
SO WHAT?
NOW WHAT?
Which recruiAng
sources have the
best conversion
rates for hiring top
performers?
How can we increase
the number of top
performers we hire?
How much does our
recruiAng funnel
drop off at each
stage in the process?

49. RecruiAng
• See
where
top
talent
comes
from
and
translate
improvements
into
a
lower
cost
per
hire.

50. Workforce planning and costs
WHAT?
SO WHAT?
NOW WHAT?
Are we tracking to
hit the cost targets
Finance set for this
year?
What changes can we
make in Ame to stay
within our budget
without a reducAon in
force?
What is the total
cost of our
workforce, including
conAngent workers?

51. Workforce planning and costs
• Create
a
plan
that
meets
business
objecMves
while
staying
within
cost
and
headcount
limits
set
by
Finance.

52. Modern workforce intelligence is
purpose-­‐built for each role:
Analysts
Ad
hoc
analysis,
predicMve
analyMcs,
filtering,
and
drill-­‐down
Leaders
Dashboards,
reports,
and
scorecard
traffic
lighMng
Planners
“What
If”
scenarios,
modeling
and
forecasMng,
and
plan
monitoring
HR
Business
Partners
Self-­‐service
analyMcs,
including
easy
ways
to
compare
talent

53. Take the next step

55. Resources available at www.visier.com
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your
copy
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your
copy
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the
Workforce
Intelligence
Blog

56. Thank you
Dave Weisbeck
dave.weisbeck@visier.com

57. #WFwebinar
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