Unit 2 hr analytics
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The document discusses various frameworks for HR analytics. It describes the LAMP framework which consists of four components - logic, analytics, measures, and process. It is used to analyze the impact, effectiveness, and efficiency of HR measures. The document also explains the HCM:21 model, which is a four phase framework involving scanning, planning, producing, and predicting phases to gather and interpret HR data and predict future events. It aims to provide an alternative to structured systems by focusing on sustainable human capabilities.
Unit 2 hr analytics
- 1. HR Analytics Unit - 2 Prof. Vijay K S Bapuji B-Schools, Davangere
- 2. HRA – Framework Prof. Vijay K S Bapuji B-Schools, Davangere
- 3. HR Measurements HR Measures are allowing organization to better understand why it is happening? and provide input into predicting what could happen? Prof. Vijay K S Bapuji B-Schools, Davangere
- 4. Primary Characteristics of HR Measure - Ability to explain what is happening within organization and why? - Creating link between people information and business performance - Assessing issues while driving continuous improvement Prof. Vijay K S Bapuji B-Schools, Davangere
- 5. Bottom – Up Top Down Created a Gap Operational report with existing data: HR measure’s the available data HR Measure will help to provide insight into strategic business objectives “Measure that matters”Prof. Vijay K S Bapuji B-Schools, Davangere
- 6. Current Approaches measuring HR - HR Reporting - HR Dashboards - HR Scorecard Prof. Vijay K S Bapuji B-Schools, Davangere
- 7. Current Approaches measuring HR - HR Reporting - Least Matured and focus only on transactions - It consist of a formatted and organised presentation of data relating to the performance of daily operations. - Utilize standard data extracts to provide a detailed analysis about a particular aspect of the organization. - Enable more immediate, short term decision on specific operation being measured - Examples – Cost per hire, time to fill, training cost, Ratio of HR staff to total employees Prof. Vijay K S Bapuji B-Schools, Davangere
- 8. Current Approaches measuring HR - Human Capital Benchmarks, Human Capital Index (HR Indexes) - HR Practices are associated with familiar financial outcomes - Data from many organizations lends credibility - Suggest there may be practices or combinations that generally raise profits or sales Prof. Vijay K S Bapuji B-Schools, Davangere
- 9. Current Approaches measuring HR - HR Dashboards - Advanced way to assess metrics and KPI’s - Presentation of information is more interactive and user focused fashion - They are dynamic and visual – Charts and Graphs – gives insights and filtering of information according to the needs. - Helps to “manage the business” – support the broader leadership and organizational objectives. Prof. Vijay K S Bapuji B-Schools, Davangere
- 10. Current Approaches measuring HR - HR Scorecards - More mature and innovative method - Helps to direct the business - Gives a snapshot of overall HR performance against strategic goals - Enable leaders to monitor and manage the results of HR’s key objective - These should be updated based on the timeline of an organization’s strategic goals Prof. Vijay K S Bapuji B-Schools, Davangere
- 11. Current Approaches measuring HR - Casual Chain - Models link employee attitudes to service behaviour to customer responses to profit - Useful logic linking employee variables to financial outcomes - Valuable for organizing and analysing diverse data elements Prof. Vijay K S Bapuji B-Schools, Davangere
- 12. HR Metrics Verses Benchmarking Prof. Vijay K S Bapuji B-Schools, Davangere
- 13. Current Approaches measuring HR - Casual Chain - Models link employee attitudes to service behaviour to customer responses to profit - Useful logic linking employee variables to financial outcomes - Valuable for organizing and analysing diverse data elements Prof. Vijay K S Bapuji B-Schools, Davangere
- 14. “Measure that matters” Prof. Vijay K S Bapuji B-Schools, Davangere
- 15. HR Scorecards & Workforce Scorecards Prof. Vijay K S Bapuji B-Schools, Davangere
- 16. Balanced Score Card 1. Operational Success 2. Financial Success 3. Customer Success Workforce Scorecard 1. Workforce success 2. Competencies 3. Behaviour 4. Mind-set and Culture HR Scorecard 1. HR Practices 2. HR System 3. HR Staff Competencies Strategy for the Business Strategy for the Workforce Strategy for the HR Function Prof. Vijay K S Bapuji B-Schools, Davangere
- 17. Workforce Scorecards - Workforce has to understand the business from the outside or the customer perspective - Constantly thinking about the business, what customers are thinking, and gathering market data. - Understand the expected capability and adding new ones, so that can have competitive advantage - Skills and Competencies - Making them accountable for their behaviour - Rewards Prof. Vijay K S Bapuji B-Schools, Davangere
- 18. Workforce Scorecards - Summary - Workforce Mind set and culture - Workforce Competencies - Leadership and workforce behaviour - Workforce success Prof. Vijay K S Bapuji B-Schools, Davangere
- 19. HR Scorecards - HR Need to communicate workforce philosophy and business strategy - Develop performance standards - Design A, B and C Tracking system – Differentiating the workforce - Help managers to take workforce decisions - Survey the firm’s mind set and culture - Helps to grow new competencies Prof. Vijay K S Bapuji B-Schools, Davangere
- 20. HR Analytics Frameworks Prof. Vijay K S Bapuji B-Schools, Davangere
- 21. The LAMP Framework Prof. Vijay K S Bapuji B-Schools, Davangere
- 22. The LAMP Framework - Designed by Boudreau Ramstand(2004) - LAMP represents four critical components of HR Measurement - L – Logic - A – Analytics - M – Measures - P – Process - Logic – is about analysis of impact, effectiveness and efficiency - Analytics – Finding answer in the data and are primarily drawn on statistics and research design - Measures are the process of counting, it could be scorecords, dashboards and so on. - Process – Actionable insights and helps to develop required strategies for effective decision makingProf. Vijay K S Bapuji B-Schools, Davangere
- 23. HCM: 21 Model Prof. Vijay K S Bapuji B-Schools, Davangere
- 24. HCM: 21 Model - It is defined as a framework of logic, meant to gather, organize and interpret data so that it can predict the probability of upcoming events. - The HCM: 21 model consists in four phases Prof. Vijay K S Bapuji B-Schools, Davangere
- 25. HCM: 21 Model Scan Human Structural Relational Produce Optimise Integrate Synchronize Predict Strategic, Operating, Leading Indicators Plan Capabilities Engagement Development Algorithms Prof. Vijay K S Bapuji B-Schools, Davangere
- 26. HCM: 21 Model 1. Scanning – the assessment of all the internal factors that might have an influence on human, structural and relational capital; 2. Planning – the creation of a system that provides an alternative to the structured system by relying on sustainable human capability rather than on just filling positions; 3. Producing – HR are view as processes with inputs and outputs and statistical analysis is used in order to reveal the most suitable combination of inputs that drive the desired outputs; 4. Predicting – the system consists in analysing strategic, operational and leading indicators. Prof. Vijay K S Bapuji B-Schools, Davangere
- 27. Thank you Prof. Vijay K S Bapuji B-Schools, Davangere