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Five Steps to a More Intelligent HR Function Measuring, Analysing & Improving People Performance

Five Steps to a More Intelligent HR Function Measuring, Analysing & Improving People Performance. Presenters: Bernard Marr, Founder and CEO, Advanced Performance Institute Lorna Daly , Customer Account Manager, Halogen Software UK Today’s Webinar Is Sponsored By

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Five Steps to a More Intelligent HR Function Measuring, Analysing & Improving People Performance

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  1. Five Steps to a More Intelligent HR FunctionMeasuring, Analysing & Improving People Performance Presenters: Bernard Marr, Founder and CEO, Advanced Performance Institute Lorna Daly, Customer Account Manager, Halogen Software UK Today’s Webinar Is Sponsored By Halogen eAppraisal™ is one of the most highly recommended Employee Performance Management solutions on the market. It provides a powerful, flexible and cost-effective way to align goals, deliver detailed performance evaluations, develop critical talent and drive employee performance.

  2. How to Participate Today • Open and close your Panel • View, Select, and Test your audio • Submit text questions • Q&A addressed at the end of today’s session • Everyone will receive an email within 24 hours with a link to view a recorded version of today’s session

  3. Bernard Marr Today’s Presenters: Founder and CEO, Advanced Performance Institute Lorna Daly Customer Account Manager, Halogen Software, UK

  4. Book Giveaway – Stay Tuned

  5. Outline Introduction & Background More Intelligent HR Decision Making Intelligent HR strategies Intelligent HR information Intelligent insights Intelligent communication Intelligent decision making Conclusion / Discussion

  6. Background ■ ■ Research Consulting Training

  7. Companies & Organisations ■ ■ Research Consulting Training

  8. The Rowing Analogy

  9. The Boat Analogy

  10. Losing Weight Analogy

  11. The Intelligent Company Model 1. Agree Strategic Objectives and Priorities Strategic Review 5. Make Better-Informed Decisions 2. Collect the Right Management Information Information and Communication Infrastructure 4. Present and Communicate the Insights 3. Analyse the Data and Extract Insights

  12. The Intelligent Company Model 1. Agree Strategic Objectives and Priorities Strategic Review 5. Make Better-Informed Decisions 2. Collect the Right Management Information Information and Communication Infrastructure 4. Present and Communicate the Insights 3. Analyse the Data and Extract Insights

  13. The Spotlight Analogy

  14. Strategy Maps

  15. HR strategy map

  16. The Intelligent Company Model 1. Agree Strategic Objectives and Priorities Strategic Review 5. Make Better-Informed Decisions 2. Collect the Right Management Information Information and Communication Infrastructure 4. Present and Communicate the Insights 3. Analyse the Data and Extract Insights

  17. Using Measures to Inform Decision Making

  18. Measuring and Counting

  19. Key Performance Questions

  20. Measures of People Performance

  21. The Intelligent Company Model 1. Agree Strategic Objectives and Priorities Strategic Review 5. Make Better-Informed Decisions 2. Collect the Right Management Information Information and Communication Infrastructure 4. Present and Communicate the Insights 3. Analyse the Data and Extract Insights

  22. Analytics & Experiments

  23. The Google Case Study

  24. The Intelligent Company Model 1. Agree Strategic Objectives and Priorities Strategic Review 5Make Better-Informed Decisions 2. Collect the Right Management Information Information and Communication Infrastructure 4. Present and Communicate the Insights 3. Analyse the Data and Extract Insights

  25. Common KPI Dashboard

  26. Learning from Newspapers

  27. The Intelligent Company Model 1. Agree Strategic Objectives and Priorities Strategic Review 5. Make Better-Informed Decisions 2. Collect the Right Management Information Information and Communication Infrastructure 4. Present and Communicate the Insights 3. Analyse the Data and Extract Insights

  28. Performance Review Meetings

  29. Performance-Driven Talent Management is a Strategic Imperative Performance management is the backbone to talent management processes. While performance management is the hottest area of buyer activity in talent management today, buyers need to remember the reasons it is so pivotal. It is the potential hub around which all other talent functions can interact. IDC, Putting Performance at the Hub of the Talent Universe , 2008

  30. The ROI of Talent Management • Companies with strong talent practices outperformed their peer group, earning 22% higher shareholder returns (McKinsey). • Good people practices can increase a company’s value by as much as 30% (Watson Wyatt). • Firms on the Fortune “100 Best Companies to Work for” list outperform the S&P 500 and the 3000 by as much as 10%.

  31. Performance-Driven Talent Management The Path to Organisational Talent Management Maturity

  32. Performance-Driven Talent Management Helps You Answer…

  33. Goal Alignment: Are We All Pulling in the Same Direction? • Culture and goal setting • Strong culture creates a common mindset • Goal setting ensures that the specifics are laid out • Clear set of competencies ensures that you have the skill set to reach your goals

  34. Goal Tracking

  35. Employee Performance: Nurturing Organisational Competencies • When you aggregate the right performance data, you can: • Determine organisational strengths and weaknesses • Determine departmental, team or individual strengths and weaknesses • Identify low and high performers • See year over year progress

  36. Metrics On Competency & Performance • % of strategic competencies attained • Average performance rating by competency • % favorable score by competency sliced by department, location etc. • Competency improvement year on year • High performer average engagement score vs. all others • High performer growth rate • Employee performance rate increase • High to low performer ratio • Performance appraisal participation rate • Sustained high performer rate

  37. Dashboard

  38. Competency Scores Dashboard

  39. Employee Development History

  40. Performance-Based Succession PlanningBuilds Bench Strength with Talent Pools • Understanding of what we have and what we need • Understand your areas of risk and retention • Performance vs. potential • Higher ROI on education resources • Allows for proactive internal recruiting • Increases employee engagement An ideal succession management strategy looks at all levels of the organisation, assesses employee skills, and aligns those factors with the company’s vision and financial goals. Source: Bersin & Associates, Succession Management: A Primer, June 2009

  41. Succession Metrics • Identification of talent (candidates) • Identification of talent (candidate) pools • Measurement of progress/ development • Stats on talent reviews • High risk positions

  42. Succession Planning

  43. Talent Inventory 1 = high potential

  44. Talent Profile Comparison

  45. Talent Profile

  46. Built on Delivering Great Value! • Established 2001 • Nearly 2,000 customers worldwide • HQ Canada. Offices in London, UK, Melbourne and Sydney, AU • 100+ customers with more than 5,000 employees • 38 consecutive quarters of record growth • Cash flow positive, built vs bought market share • Recognised as a market leader (Gartner, Bersin, others…) Leaders Magic Quadrant 2009 | 2011

  47. Who Buys Halogen? Nearly 2 million users in every industry.

  48. And The Book Winners Are…

  49. Q&A • Additional questions regarding the content of this webinar? Bernard Marr Bernard.marr@ap-institute.com • To request a free trial or demonstration of the Halogen Talent Management SuiteTM, contact: UK Toll-Free: 0 800 587 4020 www.halogensoftware.co.uk sales@halogensoftware.co.uk

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