Market Assesment: Great New Product or Just Really Cool Science?
HR Analysis: Really Cool Analytical Tools
-
Upload
mikeharmer -
Category
Documents
-
view
3.769 -
download
0
description
Transcript of HR Analysis: Really Cool Analytical Tools
Really Cool Analytical ToolsMike Harmer & Shelley Browning
Agenda• Introduction: SPC & CQI• Run Charts
• Case Study: Training Outcomes• Case Study: Time To Fill v1.0
• Control Charts• Case Study: Time To Fill v2.0
• Operational Example• Case Study: Internal Benchmarking of Apples & Oranges
• Advanced SPC Theory• Case Study: Analyzing HR Excellence
“Old School” AnalysisNew Management Training Program
Voluntary Terminations
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
2005 2006
Problems…
• “Statistically Significant” ?• Real world vs. Lab world• No valid conclusion can be
drawn without knowing stability
Solution…
• Use a Run Chart• Process is unstable and
unpredictable
Types of Variation
Common Cause• Normal, regular, randomness of a
process• Not “good” or “bad”
Special Cause • From a cause not inherent in the
process• Not “good” or “bad”
Variation type determines management strategy
If Common Cause?• If unacceptable, change the process.• If acceptable, monitor with control chart.
If Special Cause?• Investigate source of special cause
Case Study: Training OutcomesManagement Training Program
Voluntary Terminations
1
2
3
4
5
6
7
8
Jan
Feb
Mar Apr
May Ju
n
Jul
Aug Sep Oct
Nov
Dec Ja
n
Feb
Mar Apr
May Ju
n
Jul
Aug Sep Oct
Nov
Dec
Run Chart Steps…Draw the median Test the variation
Special Cause Tests1. Too much or too little
variability?2. Shift in the Process?3. Trends in the Process?
Run Chart Probability Table# Observations Excluding Points on Median
Number of Runs Lower Limit
Number of Runs Upper Limit
14 4 11
15 4 12
16 5 12
17 5 13
18 6 13
19 6 14
20 6 15
21 7 15
22 7 16
23 8 16
24 8 17
25 9 17
26 9 18
27 9 19
28 10 19
29 10 20
30 11 21
F. Sweed and C. Eisenhart, “Tables for Testing Randomness of Groupings in a Sequence of Alternative,” Annals of Mathematical Statistics 14 (1943): 66-87
Case Study: Time To Fill v1.0Average Time To Fill
25
27
29
31
33
35
37
39
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Steps…Draw the median Test the variation
Special Cause Tests1. Too much or too little
variability?2. Shift in the Process?3. Trends in the Process?
Increasing for the last 6 weeks…
40. Wow. That looks high…
What’s going on?
Case Study: Time To Fill v2.0
Average Time To Fill
14
19
24
29
34
39
44
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35
Control Chart Steps:Calculate the mean Add Control LimitsTest the variation
Special Cause Tests1. Exceed Control Limits?2. 2 of 3 in Zone C?3. Shift in the Process?4. Trends in the Process?
Case Study: Time To Fill v2.0Locked UCL, LCL, Mean: Change Successful
14
19
24
29
34
39
44
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35
Change was successful• Shifted to new lower mean• Degree of variability reduced
Begin Monitoring • New Control Limits• Monitor the variation
New Process Born - Continue Monitoring
10
15
20
25
30
35
40
45
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35
Case Study: Internal Benchmarking
Questions:1. Where are the ‘Best
Practices?’2. Where is the area of
greatest potential?3. What do A,B,C Dept
Managers say?
High Performer TurnoverInternal Benchmarks
0
1
2
3
4
5
DeptA
DeptB
DeptC
DeptD
DeptE
DeptF
DeptG
DeptH
Questions / Discussion
• Questions?• Contact Information
• Mike Harmer: • mike.harmer @ ThinkTroop.com
• Shelley Browning: • shelleybrowning @ comcast.net
SPC: Analyzing HR Excellence
• Scenario• 4 Regions: North, South, East, West• Weekly HR Excellence Customer Survey• 60 Respondents
• 30 Employees• 20 Managers• 10 Leaders
• 9 Questions• Excellent, Very Good, Good, Fair, Poor• Unfavorable Responses: all but ‘Excellent’
• Table of Results
SPC: Questions
• Questions• Is North above or below average?• Is North experiencing special cause variation?• Has satisfaction improved over the 20 weeks?• What next?
• Table 1
SPC: First Look
• Chart 1: All Customers with 1 or more unfavorable responses
• Findings• North is above the average (bad)• No special cause variation – no expected change• North is a special cause compared to other regions
• What next?• Disaggregate data by customer groups – is the
problem in one of the groups?
SPC: Second Look
• Chart 2: Graph by respondent group (Employee, Manager, Leader) with 1 or more unfavorable responses
• Findings• Employees and Leaders are positive special cause• Managers are negative special cause
• What next?• Calculate control limits separately for each group to
determine if each group is stable and to provide a baseline for comparison
SPC: Third Look
• Chart 3: Graph by respondent group with own control limits
• Findings• Each group is stable within its own control limits• Continue to monitor employee and leader groups• Manager group needs an improvement plan
• What next?• Assess results from managers – where are the
problems? Develop intervention and monitor process.
SPC: Improvement Plan
• Chart 4: Graph Manager responses with separate control limits before and after intervention. Graph Region pre- and post- improvement
• Findings• Improvement Plan worked, Region now meeting
goals.• Manager group can still improve
• What Next?• Best Practice suggestions to other regions