2014 Global HR Excellence - Leading and Engaging Multigenerational Workforce - 13 Oct 2014
Workforce Analytics Center of Excellence Consultant Name Position Title Date.
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Transcript of Workforce Analytics Center of Excellence Consultant Name Position Title Date.
<Customer> Workforce AnalyticsCenter of Excellence
Consultant NamePosition TitleDate
2 © 2012 SuccessFactors, An SAP Company. All rights reserved.
Agenda
Session 1
Introductions, Agenda, Goals (30)
Pre-Design
Section 1: Foundational Input (45)
Section 2: Voice of the Customer (90)
Lunch (45)
Section 3: Current Resourcing (45)
Design
Section 4: Charter Development (120)
Section 5: CoE Model Construction (45)
Session 2
Recap of Day 1 (15)
Design Cont.
Section 6: Technical Framework (45)
Launch/Year 1
Section 7: Priorities (90)
Section 8: Stakeholder Needs Assessment (60)
Lunch (60)
Section 9: Communication & Branding (60)
Section 10: Training (60)
3 © 2012 SuccessFactors, An SAP Company. All rights reserved.
Agenda
Introduction, Agenda, Goals
Pre-Design: Identify relevant input for the Design process
Section 1: CoE Foundations – Best practice input to align to a common foundation
Section 2: Voice of the Customer – Identify/clarify key customers and their business needs/drivers
Section 3: Current Resourcing – Identify/clarify current resources (people, technology) engaged in Workforce Analytics or Workforce Reporting
Design: Determine the overall charter and structure of the CoE
Section 4: Charter Development – Develop a clear statement of the CoE’s purpose/mission, vision, and key objectives
Section 5: CoE Model Construction – Select a structural model (Centralized, Decentralized, Hybrid) and initial set of roles & responsibilities
Note: Will alter the agenda if key Sponsors/Leaders are available to address the group
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Agenda
Recap of Day 1
Design Cont.
Section 6: Technical Framework – Define the primary data scope and systems/ applications.
Launch/Year 1: Determine the Year 1 key priorities and change management activities
Section 7: Priorities – Identify the Year 1 priorities and associated tactics
Section 8: Stakeholder Needs Assessment – Identify the needs of the key stakeholders based on the Year 1 priorities
Section 9: Communication & Branding – Develop a key stakeholder communication plan
Section 10: Training – Develop a key stakeholder and team member training plan
5 © 2012 SuccessFactors, An SAP Company. All rights reserved.
Objectives
Develop a clear Charter for the CoE
Identify the Operating Model for the CoE
Identify the Technical Framework for the CoE
Determine the Launch/Year 1 Priorities
Develop a Launch/Year 1 Communication and Training Plan
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Everyone’s Excited About Actionable Analytics!
Source: www.dilbert.com, January 9, 2013
Pre-Design Discussion
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Section 1: CoE Foundations
"Simply stated, the best way for organizations to gain a competitive advantage and to sustain it in today's business environment is to perform so well and change so fast that they string together a series of temporary competitive advantages."
Lawler, Talent: Making People Your Competitive Advantage (2008)
“Capital markets change far more rapidly than do corporations, are based on an assumption of discontinuity, not continuity, weed out poor performers, reward creativity and innovation, and encourage new business entries into the marketplace.”
Burke, referencing Foster & Kaplan’s Creative Destruction (2001)
9 © 2012 SuccessFactors, An SAP Company. All rights reserved.
Section 1: CoE Foundations
“The construction market is making progress toward recovery. However, many large contractors remain uncertain as to where the market is going. They see persistent softness in the U.S. market, and those working in the public sector are finding that funding shortfalls among clients are an obstacle to growth.”
Engineering News Record, Top 400 Report, May 20, 2013
“Do you make decisions about your people with the same rigor, logic and confidence as your decisions about money, clients, program policy and technology?”
Dr. John BoudreauUSC Center for Effective Organizations
10 © 2012 SuccessFactors, An SAP Company. All rights reserved.
Section 1: CoE Foundations
Time / Sophistication
Bu
sin
ess
Imp
act
Service Provider
Business Enabler
Business Partner
Business DriverTransform HR from “Service Provider” to “Business Driver”
High
Hig
h
• Responds to ad-hoc requests
• Minimal headcount reporting
• Maintain HR databases• Lack standard measure
definitions within HR• HR data user groups are
not understood• No dedicated analytics
and reporting function• Data is HR-focused
• Support data self-service• Ensure data consistency• Provide automated reports• Standard measure
definitions within HR, but don’t match finance
• User groups identified• Reporting and analytics
responsibilities exist but are fragmented
• Data still HR-Focused
• Integrate workforce data into planning processes
• Identify problematic HR trends
• Clear definitions across the business, but not always consistently applied
• Data customized to user groups
• Developing Business-orientation
• Build data driven HR function; data is business-focused
• Manage core HR processes with data
• Quantify impact of HR interventions
• Analytically determine drivers of business success
• Focus organization on right HR measures
• Build data-driven business case for HR interventions
• Consistent, clear definitions and standards for workforce data
• Data customized to user groups with regular feedback loops
• Dedicated COE
Consistent Workforce reporting
BusinessInsight
Business Impact
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Section 1: CoE Foundations
Time / Resources
Bu
sin
ess
Imp
act
High
Hig
h
Workforce Planning
• Forecasting the workforce you will need to deliver your business in the future
• Techniques used: scenario planning, regression analysis, structural equation modeling, Markov analysis, etc.
• Deliverable: Impact – knowledge and proactive strategy implementation
• “We are on the front foot and have strategies in place to ensure we have the workforce we will require into the future”
Workforce Reporting
• Integrated Data Platform
• Providing measures, metrics and data to end users
• Deliverable: Information – reports, dashboards, performance monitoring
• “I have the information I need at my fingertips to be able to make informed business decisions with confidence”
Workforce Analytics
• Root cause analysis
• Techniques used: cross-tabs, cluster analysis, bi-variate correlations, etc
• Deliverable: Insight
• “We understand the key issues driving our business performance and the relationship between people and business performance”
Multiple Aspects to Adding Value
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Section 1: CoE Foundations
What is a Center of Excellence?
What are other, non-CoE models/approaches to WFA?
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Section 1: CoE Foundations
Pros Efficiency Faster to Implement Straightforward accountability Drive standards Central Control
Cons Business unit resistance Risk of bureaucracy (too much
form & process) Tendency toward inflexibility
Centralized De-centralized
Pros Flexibility Acceptance by Line Mgmt Technology can drive standards Opportunity to cross BU silos
Cons Governance / consistency
challenges Have’s and Have Not’s Prioritization challenges Education/Technology acceptance
14 © 2012 SuccessFactors, An SAP Company. All rights reserved.
Section 1: CoE Foundations
Pros Flexibility Business Unit acceptance Drive standards Strong central/corporate support
Cons Complexity: relationships, governance,
resourcing Business Unit Have’s and Have Not’s Inefficiency Education/Technology acceptance
Hybrid
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Section 1: CoE Foundations
Line-Led Data Analysis
Business Partner
Business Partner
Business Partner
Advantages: Direct analytic support to the business
Analytics performed by those closest to the business needs/issues
Concerns: Many HR BP’s lack the skills and
bandwidth to succeed
Lack of organization-wide analytic perspective
Relies on strong HR-Line relationship
Requires distributed training investment
HR Leadership
Data Analyst-Led Analysis
HRIS Analyst
HRIS Analyst
HRIS Analyst
Advantages: Leveraging existing knowledge of HR
data
Encourages improved data processes & control
Concerns: Greatest distance from the “front
lines” of business issues
Many HRIS Analysts lack the skills to succeed
Requires distributed training investment
HRIS Leadership
Analytic Center of Excellence
Human Capital Analyst
Human Capital Analyst
Advantages: Clear accountability for HR analytic
activity
Dedicated resources devoted to HC analysis
Greatest level of analytic expertise
Concerns: May require HR restructuring
Resource limitations
Workforce Analytics Leadership
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Section 1: CoE Foundations
Characteristics of Successful CoE’s
- Adequate Resourcing
- Talent: Assign the responsibility to those with the appropriate expertise
- Technology: Allows the team to put their effort into the analysis, not the gathering/manipulation of data
- Strong Business Alignment
- Make the business the primary focus; HR secondary
- Solid HR Partnership
- HR Business Partners
- Specialists/Other HR Functions
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Section 1: CoE Foundations
Characteristics of Successful CoE’s (cont.)
- HR Leaders Use and Promote WFA
- HR Leaders use the information with their business peers and their HR reports
- Proactive Development of the Capability to Apply
- The CoE owns the responsibility to increase the organization’s ability to understand and apply the information and insights the CoE develops
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Section 1: CoE Foundations
Starting a CoE is a Change
What is changing?
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Section 1: CoE Foundations
Manage Your Own Change
- Manage your expectations
- Have an accurate view of the change process
Pro
gres
s T
owar
d C
han
ge G
oal
Elapsed Time and Expended Effort
Launch
Change Goal(s)
Nonlinear Nature of Organizational Change
Source: Burke, W. W. (2008). Organization change: Theory and practice.
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Section 2: Voice of the Customer
What is Voice of the Customer?
How does this factor into the CoE design?
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Section 2: Voice of the Customer
Determine the Voice of the Customer (90)
1) Form groups of 4-5
2) Generate a list of possible Customers (15)
3) Group the list into Customer Categories (if haven’t already) (5)
4) Report back; Generate a master list of Customer Categories (15)
5) In group—for each category, identify key VOC statements (“As ___, I need ___ from
the WFA CoE.” Base your thinking on: (30)
1) How do they measure success? What does success mean/look like for them?
2) What are their key drivers of success?
3) In what ways does the workforce affect their success?
4) In what ways do they impact the workforce?
5) What key decisions do they make repeatedly? Periodically?
6) Which of those decisions are impacted by or impact the WF?
7) What information do they need to make data driven decisions concerning issues
involving the workforce?
6) Report back (20)
7) Individually, vote for your top 10 (5)
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Section 3: Current Resourcing
Application
Partnership
Delivery
Insights
Systems
Reporting
Data
Information
Analysis
Who is currently engaged in meeting the Customer’s needs?
Which needs?
How?
What boundaries need to be maintained?
Session 2
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Agenda
Session 2
Design
Section 4: Charter Development (45)
Section 5: CoE Model Construction (45)
Section 6: Technical Framework (45)
Launch/Year 1
Section 7: Priorities (90)
Lunch (60)
Section 8: Stakeholder Needs Assessment (45)
Section 9: Communication & Branding (45)
Section 10: Training (30)
Design
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Section 4: Charter Development
Vision
To provide our business partners with high quality workforce data and analysis to drive effective decision making for operational excellence and strategic success.
• By defining key metrics, their use and application, use of benchmarks and best practices
• By establishing data governance model – standards & controls and ensuring data quality assurance
• By using an integrated technology platform with a standard suite of tools – reliable and accessible
• By creating a service delivery model – communication, change management & training
27 © 2012 SuccessFactors, An SAP Company. All rights reserved.
Section 4: Charter Development
Key Objectives: Specific goals/outcomes we seek to
accomplish in pursuit of our mission and realization
of our vision.
In small groups, answer:- We will successfully meet our mission by _______
As a group, select the key objectives.
Ex: - Develop a Governance Model- Identify a list of KPI’s to recommend to the BU’s- Identify possible analytics project and execute on at least one
to prove the value/impact
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Section 5: CoE Model Construction
- Select a structural model- Centralized- Decentralized- Hybrid
- Select an initial set of roles and responsibilities- Within the CoE- Providing to the CoE
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Section 6: Technical Framework
Sources- Where will we source data from?
Tools- What applications/systems will we use to:
- Gather- Analyze- Present
Governance- What will be our Governance structure?
Optional: Specify key roles.
Launch / Year 1
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Launch / Year 1
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Section 7: Priorities
As a group:- Based on our Charter and the Voice of the Customer:
- What are the greatest needs?- What are quick wins?- What can set us up for future success (Change Mgmt)?- What will be the target impacts/outcomes?
- Prioritize and Select- Evaluate (High/Medium/Low) Potential Impact & Feasibility
- For each selection:- What is the target time frame?- How will we measure success?- Who will own and who will support?
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Section 9: Communication and Branding
Tips for Communicating through Change
• Communicate often – update employees whenever you can – formally or informally.
• Consider the impact of your information prior to communicating it.
• Be consistent in your communications and your actions.
• Be repetitive – ideas sink in deeply only after they have been heard many times.
• Present information openly – be as candid as possible.
• Provide as much factual information as possible.
• Follow-up and communicate about any issues you have new information on.
• Engage in two-way communications – listen to your employees.
• Ask questions to learn peoples’ reactions to the changes.
• Confront rumors head on – try to dispel them with factual information.
• Use various forms of communication.
• Keep communications simple – reduce jargon and technobabble.
• Use metaphors, analogies, and examples to explain what you mean – “a picture is worth a thousand words.”
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Section 9: Communication and Branding
Communication Plan WorksheetStakeholders Purpose Key Messages Method Frequency Messenger(s)Sponsors
Customers
Partners & Influencers
Providers / Resources
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Section 9: Communication and Branding
r3
Raise the BarReach your GoalsReward Success
MESAMeasureEvaluateSustainAdjust
35
PeoplemetrixWORKFORCE
INTELLIGENCE
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Section 9: Communication and Branding
Branding Considerations:
1) Align to existing company and functional brands
2) Engage a Graphics and/or Marketing professional (typically internal)
3) For themes, are they:
a) Truthful – can you back it up with real examples and practices
b) Appropriate – how will it be perceived by different stakeholder groups and divisions, including internationally
c) Compelling – speaks to something your organization cares about
d) Comprehensive – can be used in with a variety of topics and settings
e) Simple – don’t overwhelm your audience
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Section 10: Training
Design Delivery
Milestone/ Activity Audience Segment Training Objective Medium Timing
What milestones / activities will trigger the need for training?
Whom do we need to educate?
What behaviors are we expecting? What skills are required?
What delivery vehicle is best suited to address this audience with this objective?
When? How Often?
Questions?