Dana Minbaeva Professor in Strategic and Global HRM · Reporting people data on different topics...
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1 Dana Minbaeva Professor in Strategic and Global HRM Copenhagen Business School
Transcript of Dana Minbaeva Professor in Strategic and Global HRM · Reporting people data on different topics...
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Dana Minbaeva Professor in Strategic and Global HRM Copenhagen Business School
How people analytics helped Google to prove that management matters
Video
HCA Group HUMAN CAPITAL ANALYTICS GROUP
HCA Group - HOW
Reporting
Reporting people data on different topics incl. basic people data related to the whole employee life cycle – recruitment, development, performance, absence, leadership, retention etc.. Dashboard
Advanced Reporting
Deep dive analysis on certain topics using for example different splits (gender, age, performance, country), basic data manipulation, creative visualization
Analytics
Causal models tested with regression analysis, scenario planning, multi-level modelling, longitudinal analysis using panel data
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Why do companies struggle to move to analytics?
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Why do companies struggle to move to analytics?
It is not about Big Data It is about better
analytics!
Diversity: Why?
E.g. one team has 2 women and 4 men ◦ Is this a diverse group?
Diversity Performance what? how?
Relational demography index
It is the square root of the summed squared differences between an individual Si's value on a specific variable of interest (gender; age; nationality; job grade; years of experience in the company; function; and alike) and the value on the same variable for every other individual Sj in the sample for the team, divided by the total number of respondents in the team(n).
Within-team diversity index
Within-team diversity index
Diversity and performance at RST Co Team performance Individual
performance
Team size
Manager: Male n.s.
Manager: Age in years n.s.
Manager: Seniority in position
Manager: Non-local
Manager: Nationality Matters, but specific results vary
Team Diversity Nationality n.s. n.s.
Team Diversity Gender n.s. n.s.
Team Diversity Local/non-local n.s. n.s.
Team Diversity Country Workplace
Team Diversity Job Area
Team Diversity Global Area
Team Diversity Seniority in Position n.s.
Team Diversity Age n.s. n.s.
Negative significant impact
Some positive impact
Key drivers
Positive impact
Immediate manager’s characteristics
Team characteristics
Why do companies struggle to move to analytics?
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Why do companies struggle to move to analytics?
Turnover 5% 250 fewer hires
Performance 2%
~900.000 euro
~1.2 mio euro
Turnover scenario cost analysis
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Copyright of Shell International Ltd
ENGAGEMENT DRIVES PERFORMANCE
• Engagement is one of the biggest drivers
behind performance – be it business or
individual performance or safety
• Leadership drives Engagement. Team
Leadership in particular because the team
leader supports on-the-job development
• Engagement is all about our motivation, and
our willingness to go the extra mile – that
happens naturally when we are engaged
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Leadership
Employee Engagement
Improved Safety
Better Performance
In your organization … What are those QUESTIONS that if answered by the means of ANALYTICS add VALUE to business decisions?
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Human Capital Analytics
It is not about HR competencies
It is organizational
capability!
Why do companies struggle to move to analytics?
Achieving a competitive advantage through a sound understanding of one’s own human capital requires building and developing HCA as an organizational capability ◦ rooted in three micro-level categories (individuals,
processes, and structure) and comprises three dimensions (data quality, analytical competencies, and strategic ability to act)
Shell, Novo Nordisk, Vestas, Mærsk Drilling, LEGO, and Nykredit
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Example
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Data Quality
AnalyticsCompetencies
StrategicAbility to Act
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To try the tool, please contact [email protected]
What brings YOU to the next level? •Start with the business challenge • Nice to know. Need to know. Must know
•Become a consumer of analytics • Tell the story
• Visualization
•Get a buddy • Business buddy: “analytics are not about the math; they are about the
relationships”
• Academic buddy: bridging and bonding
• Quant buddy: “look for the quants who stare at your shoes, instead of their own, when you engage them in conversation”
Take responsibility The value of strategic HR is not in gathering big data, producing extensive dashboards, or making gigantic spreadsheets. ◦ Those things can easily be handled by administrators, IT
systems, or external actors.
In the analytic revolution, the battle for strategic HR lies in: ◦ Changing the mindset, attitudes, and habits associated with
the use of evidence for decision making; ◦ Asking the right questions, which are those questions that link
strategies, people, and performance; and ◦ Accepting key responsibilities for implementing change, and
for managing the changes in culture, process, behaviors, and capabilities that result from analytic initiatives.
Value of HR
Value of HR
For more information Contact Us Human Capital Analytics Group Copenhagen Business School Kilevej 14, Office 2.74, 2000 Frederiksberg Email: [email protected] Contact Us www.cbs.dk/hc-analytics LinkedIn Human Capital Analytics Group
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