More and more large organizations are creating teams of experts who specialize in workforce analytics, and for good reason. Research has shown that companies that put workforce intelligence to work profoundly improve their business results - seeing higher margins, better stock performance, and improved return on equity. But frustratingly, the data-driven HR mindset has been slow to grow within organizations beyond HR analysts -- who typically serve a constrained number of leaders with data and insights. Josh Bersin of Bersin by Deloitte aptly said that most HR organizations are “stuck in neutral” with workforce analytics. Given its importance, how can you extend the mindset to bring value to the entire HR team and the organization? In this webinar, analytics expert Ian Cook will take you through the ways that you can: Give HRBPs the tools they need to be strategic by enabling them with guided, self-service analytics Extend datafication to business leaders by connecting workforce metrics to the business results they care about Build a data-driven mindset and skillset throughout your HR team

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Frequently
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Brave'a
Hassel
Associate
Editor
Workforce
magazine
The
Datafica6on
of
HR:
How
to
Go
from
So
What
to
Now
What

8. #WFwebinar
Ian
Cook
Director,
Product
Management
Visier
The
Datafica6on
of
HR:
How
to
Go
from
So
What
to
Now
What

9. The Datafica*on of HR:
How to go from What to Now What
Ian
Cook
Head
of
Workforce
Intelligence
May
2016

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

11. Only Visier connects all the dots – for you – from
workforce insights to business outcomes

12. The need to extend
the analy*cs mindset

13. Challenges
of
an
Aging
World
Challenges of an aging world

14. 74%
say
their
company’s
HR
organizaLon
needs
to
be
more
data-­‐driven
(i.e.,
fact-­‐based)
in
workforce
decision-­‐making.

15. 80%
say
their
company
cannot
succeed
without
an
asserLve,
data-­‐driven
CHRO,
who
takes
a
strong
stance
on
talent
issues
and
uses
relevant
facts
to
deliver
an
informed
point
of
view

17. Developing a data-­‐oriented
skillset and mindset takes *me
Only 22% say they are ready
Source:
Global
Human
Capital
Trends
Study
2015,
Deloi'e

18. How to get business leaders
on board with HR datafica*on

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

20. 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
implica*ons?
What should we do
differently to drive
business outcomes,
and is it working?

21. • What
workforce
metrics
(such
as
pay
per
FTE,
resignaLon
rates,
performance
raLngs,
etc.)
are
most
correlated
with
an
increase
in
revenue
per
full-­‐Lme
employee?
Examples: Ques*ons that connect the
workforce to business results

22. Engagement
WHAT?
SO WHAT?
NOW WHAT?
How does
engagement correlate
with profitability for
those business units?
How can we improve
engagement in
underperforming
business units to
increase profitability?
What is our
employee
engagement score
by business unit?

23. So What? Engagement

24. Calcula*ng your savings from
reduced voluntary turnover

25. Calcula*ng your savings from
reduced voluntary turnover

26. The results of connec*ng
workforce outcomes to business results
• Companies
with a more
diverse
workforce
outperform
others
Revenue
• Retail outlets
with highly
engaged
employees
are more
profitable
Profits
• Banks with
greater
employee
reten*on
achieve higher
customer sat
Customers

28. How to give HRBPs
the tools to be strategic

29. POLL
How
ready
is
your
HRBP
populaLon
to
apply
analyLcs
to
their
role?
1. Very
ready:
They
are
constantly
asking
for
more
insight
2. Making
progress:
They
use
what
we
provide
them
3. Ge^ng
started:
They
are
starLng
to
engage
with
analyLcs
4. Going
backwards:
They
avoid
data
at
all
costs

30. A strategic HR organiza*on
creates talent strategies
that align to business outcomes
through the use of
data and analy*cs.

31. Enable HRBPs to be truly strategic
What is going
on in the
workforce and
why?
WHAT?
SO WHAT?
NOW WHAT?
What are the
most urgent
business
implica*ons?
What should we
do differently to
drive business
outcomes, and is
it working?

32. RecruiLng
Analyze
the
roles
needed
to
meet
business
goals.
Align
with
managers
on
hiring
requirements.
Act
on
adapLng
hiring
plans
to
changing
business
needs.
Hire
the
right
people,
at
the
right
Lme,
at
the
right
price.

33. Tell the story with visuals

34. Answer cri*cal employee-­‐level ques*ons

35. Self Service Analy*cs

36. “Now is a unique opportunity
for HR professionals to posi*on
themselves as fact-­‐based
strategic partners of the
execu*ve board.”
McKinsey & Company, March 2015

37. Take the next step

38. Workforce intelligence needs to be
purpose-­‐built for each role:
Analysts
Ad
hoc
analysis,
predicLve
analyLcs,
filtering,
and
drill-­‐down
Leaders
Dashboards,
reports,
and
scorecard
traffic
lighLng
Planners
“What
If”
scenarios,
modeling
and
forecasLng,
and
plan
monitoring
HR
Business
Partners
Self-­‐service
analyLcs,
including
easy
ways
to
compare
talent

39. Strategic HR relies on analy*cs
……HR leaders will have a seat at the table for strategic
discussions only if they can demonstrate the business
impact of HR.
…Our experience has found that data-­‐driven, analyAcal
HR departments are more likely to play a strategic role
in their organizaAons…...
Boston Consul*ng Group, Crea*ng People Advantage, 2014-­‐15

40. Resources available at www.visier.com
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Intelligence
Blog

41. Thank you
Ian Cook
Ian.cook@visier.com
linkedin.com/in/ianjcook

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