策略人力資源計分卡創(chuàng)立組織能力和價值

1、策略人力資源計分卡創(chuàng)立組織能力和價值Special Thanks Jeff HackelVeridian Homes Laura JaggiNorth Central Management Vicki KampmeierTDS Lee WiersmaUW Credit Union Diane RiversBerbee Information Services Jodi ChandlerFirst Business Financial Claudio DiazWipfli LLP Jane LindebakHome Savings Bank Scott PollakPwC Saratoga Ji

2、m EllisPwC Saratoga “It is with great gratitude and humility that I thank these leaders and organizations for their faith, dedication & sacrifice. Without it, this project would not have succeeded.”Dan Loichinger, CMC2Todays AgendaIntroductions / Background10 MinutesReadiness Assessment10 MinutesToo

3、ls & Methods30 MinutesHR Value Proposition15 MinutesLessons Learned15 MinutesQuestions & Answers10 MinutesPresenter Biographies 3BackgroundEight Madison-area organizations worked on a Strategic HR Measurement and Development project with executives in their respective organizationsToday we will use

4、the experiences from that project to discuss launching and managing a Strategic HR scorecard, covering:How the project was conceived, formed and executed Key concepts from initial GMA SHRM presentationMethodologies and tools used in the projectParticipant reactions and key points to share with peers

5、Lessons learned4Background Project DevelopmentThe Strategic HR Measurement and Development project began with a GMA-SHRM presentation on human capital measurementConcurrently, a local Human Capital Alliance (HCA) was established with the charter of better understanding strategic HR metricsAfter furt

6、her discussions, a few key HCA members agreed to become Steering Committee members to launch the Strategic HR Measurement and Development initiativeAn orientation session was held to gain interest and commitment of additional participantsThree workshops were designed and executed over a three month

7、period in early 20065Background Multi-Client ChallengesCompany X ResultsIndustry Benchmarks“Target”25 PercentileMedian75th percentileHR Headcount Ratio122:160:192:1111:1MedianHR Expense per FTE$1,359$1,253$1,610$2,211MedianHR Labor Cost per HR FTE$ 91,028$66,180$80,143$92,288MedianVaried metrics tha

8、t are important to each organizationDiffering strategies and people driversMultiple perspectives on target setting and additional layers of intended audiences 6Background Line of Sight: Strategy to MetricDevelop a nimble workforce with reach Develop a succession plan for sustainable workforceBecome

9、an Employer of Choice and improve employer reputationMetricsRevenue per FTEPoor Quality Hire RateHuman Capital ROIVoluntary Separation RateCompa RatioAverage TenurePeople DriversBusiness StrategiesIncrease Worker ProductivityDrive World Class Hiring PracticesAlign Workforce To GoalsDevelop the Leade

10、rs of the FutureInvest in Employee TrainingControl ExpensesEngage EmployeesPay Employees Appropriately Develop CultureBench StrengthTraining Cost FactorLabor Cost As a Percent of RevenuePeople StrategiesTo Meet RequirementGrow the BusinessImprove ProfitabilityGreater Market Agility and Responsivenes

11、s7Background GMA SHRM Presentation:The Role of HR MeasurementProvide a common language to:Develop working relationships w/business partnersSet expectations Communicate resultsProvide an objective means to:Communicate financial impact of investments organizations human capitalQuantify return on inves

12、tments in the Human Resources functionProvide comparisons:Over timeBest practices internallyGives an idea of what is and what may not be possible for your organization8Background GMA SHRM Presentation:The Benefits of Effective HR MeasurementEnables HR to address ways to deliver services that are bet

13、ter, smarter, faster, cheaperProvides details executives want to know on where you stand relative to peer groupAllows HR to gain support for strategic value-added services (succession planning, performance management, leadership development etc.)Helps to align priorities and resources to directly su

14、pport the companys ever-changing business initiatives & workforce requirements 9Background GMA SHRM Presentation:Optimizing HRs RoleOptimal HR Organization Performance Requires Strategic AlignmentConfiguring HR to deliver high value services, practices and programs that meet business and human capit

15、al needsHR Service Delivery StrategyPracticesServicesProgramsHuman Capital StrategyBusiness ObjectivesPrioritizesSupportsDrivesExecutesWhere HR focuses amajority of its effort10Talent OptimizationWorkforce EngagementWorkforce AnalyticsHR Service Delivery EffectivenessHR Customer SatisfactionProcess

16、Efficiency & Cost EffectivenessSurveyMetricsHR Program EffectivenessProgram SatisfactionTotal Program CostsBy linking opinions to outcomes we can identify the leading indicators to future outcomesBackground GMA SHRM Presentation:Decision Guidance Model11WorkforceWorkforce EngagementSurveyWorkforce A

17、nalyticsMetricsTurnover drivers in our organization are Supervisor Opportunity CompensationVoluntary turnover in our organization is 22%And costs us$17 MBackground GMA SHRM Presentation:Decision Guidance Model12WorkforceProcess Efficiency & Cost EffectivenessWorkforce AnalyticsWorkers showLow Revenu

18、e/ EmployeeHigh Turnover RateTraining investment per employeeIs 25 percentile or lowerHR DeliveryMetricsBackground GMA SHRM Presentation:Decision Guidance Model13pwcReadiness AssessmentSaratogaMadison HCA Measurement OverviewManaging and Communicating ResultsGaining Buy-inBusiness Case for Measureme

19、ntUtilizing ScorecardsDefining scope of measurementDetermining return on measurement investmentAssessing risks to successful measurement programsIdentifying resources for measurementConfirming organizational goals and strategiesConfirming senior leaderships expectation of HRSeeking input on key metr

20、icsBeginning stakeholder change management processDevelop line of sight from business strategy to HR Link Metrics to StrategyDefine effective vs. ineffective metricsEvaluate standard vs. non-standard metricsMove to data collectionAvoiding common pitfallsIncluding analysis of results along with metri

21、csSetting TargetsManaging multiple scorecardsConsidering “next generation” of metrics15Opening Thought: All Eyes Are on HRThe average organization invests 28 in compensation and benefits to get $1 in revenue RETURN?16Conducting Stakeholder AssessmentsStakeholder GroupInformation RequirementsHow Done

22、 TodayWhat are the “educational requirements”How Can be done BetterRisks to ChangingExecutivesLine General ManagementLine UsersHR Users IT17pwcTools and MethodologiesSaratogaMaking a Business CaseDefine objective/initiative/issueList out assumptionsEstimate revenue generated/preserved/costs savedCos

23、ts to achieve (hard and soft)Who will executeTimeframeProbability of successBusiness CaseMeasurement ReturnDeliverablesResourcesRisks19Measurement ReturnWorkforce and HR Measurement leads to three types of improvements:HREfficiencyHR Effective-nessWorkforce ImprovementMagnitude of ImprovementLine an

24、d Executive Interest20Measurement DeliverablesDeliverable NamePurposeMediaFrequencySupportCorporate People ReportAnnual presentation to Board on workforce investmentHard and Soft copy reportAnnuallyNumbers support text, analysis and findingsHR ScorecardReview at HR Leadership meetingsHardcopy Spread

25、sheetMonthlyLeadership commitment and follow through on resultsHiring Strategy ReviewAssess Hiring SourcesTables and analysisAd hoc as neededSupport business strategiesWorkforce ScorecardDeliver near-real time data to line managementWeb-based portal & applicationWeekly/Bi-weeklyTechnology, Change ma

26、nagement, etc.Samples include21Measurement RisksOur Number ParadoxAnyone thats developed a number views it as fluid, dynamic, “Works in Progress”ButAnyone that views a number considers it the “Rock of Gibraltar”Give yourself enough time to review/reflect on the resultsSocialize the results in draft

27、formSeek feedback. Work in ever enlarging circles, starting with “friendlies” and moving toward “influential”Develop the story. The story is what you communicate. Numbers support the story.22Measurement ResourcesPeopleSystemsInformationConsultantsIndividual contributor, (half time?)Director and Team

28、Existing Reporting TeamRunning queries on existing systems and export to excelDevelop a cubeData Warehouse and ImplementationSaratoga or Other subscriptionsSurvey normative databasesAssociations/ConsortiumsTraining/Conferences/EventsProject ManagementAnalysis & CommunicationsTraining/Change Manageme

29、nt23Strategies - Definition Business StrategiesPeople StrategiesBusiness StrategiesPeople StrategiesNeed to Leverage (i.e. copy) existing language and documentationThe overall plan that drives actions to achieve business objectives for an organization An organizations overall plan for its human capi

30、tal (workforce) that identifies areas to execute business strategies and achieve business objectivesSelect the top two to four strategies most critical24Strategies Sample Business Strategies Business StrategiesPeople StrategiesSample Business StrategiesNeed to Leverage (copy) existing language and d

31、ocumentationImprove Profitability/ Shareholder returnGrow RevenueControl CostsImprove Customer Service/ SatisfactionDevelop New ProductsExpand GeographicallyAcquire and Merge New BusinessesImprove SafetyImprove Leadership/ Business Sustainability25Strategies Sample People Strategies Business Strateg

32、iesPeople StrategiesSample People StrategiesNeed to Leverage (copy) existing language and documentationAttract the Right TalentRetain the Right PeopleReward Appropriately for Both Company and EmployeeDevelop TalentRun HR Like a BusinessLeadership DevelopmentDevelop a CultureEngage the WorkforceManag

33、e Performance26People Drivers The Bridge Between Strategies and HR Interventions People DriversPeople DriversPeople Drivers are outcomes of HR interventions (plans, programs, activities, etc.) that attempt to achieve the strategiesPeople Drivers are not the intervention themselves For example “impro

34、ve communications between staffing and the line” might be an interventionto achieve the people driver of “Drive World Class Hiring” practicesMeasuring people drivers will let you know if you are achieving your strategies Measuring the strategies is too high levelMeasure interventions themselves is t

35、oo “in the weeds” Quite likely your organization may have three or four interventions underway to support each people driverWhile drivers may apply to multiple strategies, please focus on only the most applicable / critical drivers in your organizationIncrease Worker ProductivityDrive World Class Hi

36、ring PracticesAlign Workforce To GoalsDevelop the Leaders of the FutureInvest in Employee TrainingControl ExpensesEngage EmployeesPay Employees Appropriately Develop Culture27Measure People Drivers, not InterventionsDevelop a nimble workforce with reach MetricsPeople DriversRevenue per FTEIncrease W

37、orker ProductivityPoor Quality Hire RateSuccessful Hiring PracticesHuman Capital ROIAlign Workforce To GoalsPeople StrategiesTo Meet RequirementInterventionDevelop a workforce plan Evaluate Low Performer StrategyImplement a Coaching ProgramProcess Map to Improve Line/ HR communicationsImplement Appl

38、icant Tracking SystemOptimize Source of HireEvaluate Compensation StrategyImplement a Performance Management System28pwcParticipant FeedbackSaratogaParticipant Quotes“The workshop series presented by PwC & Saratoga on strategic HR measurement and development has been phenomenal. The presenters have

39、facilitated a systematic process of assessing the business climate and strategic initiatives of our company and then delivered the tools to create measures. The tool has a cascading effect starting with the overall business strategies, moving to the people strategies, then linking to people drivers,

40、 and finally ending with the applicable measures. I highly recommend this workshop series to any organization looking to enhance their measurement practices.” Jeff Hackel, Vice President, Human Resources 30pwcLessons LearnedSaratogaKey Findings Successful InitiativesAlign the HR effort with the orga

41、nizations strategic direction & sponsorship.Temporarily set aside your existing data streams and measures.Assess the needs and input of each stakeholder, e.g. risks, info needs, etc.Establish a strong alliance with your financial executiveDetermine how to best communicate, display & discuss with oth

42、ersPartner with other HR executives outside your company dont do it alone.Plan the organization effort needed to support & enable the planned changes:Key communication vehicles to various stakeholdersManaging change & dropping non-value added work activitiesUse yourself, or another capable staff per

43、son to manage the projectAllow time & effort to analyze, discuss & learn from data coming inContinue improvement efforts on a systemic and team basis ROI will come.32Key Findings - Metric Selection DiscussionsDistinguish among context metrics, input metrics and outcome metricsFocus on outcome metric

44、sInput or context metrics can be used for other purposesDown-select metricsDetermine priority to the organization & managements definitions of metricAssess ability to collect the data & who else can provide relevant dataEliminate redundant metrics or choose best fit between similar onesUtilize surve

45、y measures sparinglyDo not eliminate certain metrics because the data doesnt yet existConsider high priority but tough to collect metrics for future versionsDevelop business case for automation / collection effortsDevelop business processes for gathering data points of interest*Remember that one met

46、ric can address multiple drivers within your scorecard33Communicating Results - MessagingDetermine the right message to be conveyed with the measurement information that addresses: Background of initiativeThe “story” around the resultsResults including business impactLink to business strategiesWhat

47、should be done with the informationHow to interpret comparative information34Communicating Results - TimingMeasurement should be delivered on a frequency that provides necessary information to the audience as required. Ideally, this information will coincide with broader measurement efforts such as:

48、 Board MeetingsQuarter-end ReportingExecutive Team / Leadership MeetingsAnnual BudgetingStrategic PlanningCustomer Satisfaction StudiesOperational Reviews35Communicating Results Avoiding PitfallsDataData is WrongMultiple Versions of the TruthNo Link to ImpactDevelop a strategy for assessing data qua

49、lity, accuracyWork with “drafts”Find out what data other people useCalculate the impactContentDashboard Misaligned to StrategyNo Time to Analyze Results Too Much InformationToo Frequent to Digest/ ReviewAssess alignment developed in these workshops with stakeholdersGet help w/data collection (from f

50、inance?)Continue stakeholder assessments after deliveryNo “Story”Lack of Causal AnalysisLack of Action PlansResults are Inconsistent w/ActionsData should be used as “support” for what you know not an “aha” - but watch out for the “aha”Bring draft action plans to leadership meetings to get their buy-

51、inAsk others what they see in the dataChange ManagementLack of Management Understanding of ImportanceNo Buy in on DashboardUnderlying Business Processes Dont Support MetricsSeek buy-in on the dashboard hold an internal session like the ones we have hereFocus on the business impactsStay on MessageStay on Message Assess whether there is a case to redesign unde