People Analytics - Models Part 2 PDF

CCCCCCCCC DDDDDDDDD Use Cases, Metrics and Models — Part 2 10/11/2023  CCCCCCCCC DDDDDDDDD Quick Recap. "ELT, Questions ERANCIO...

CCCCCCCCC DDDDDDDDD Use Cases, Metrics and Models — Part 2 10/11/2023  CCCCCCCCC DDDDDDDDD Quick Recap. "ELT, Questions ERANCIO z Metrics for Workforce Planning SOO Difference Attrition vs Turnover Metrics for Recruitment What is bigger Time to Fill or Time to Hire? Metrics for Learning & Development  TAT, Index be z d Performance UC, Metrics & Models W Employee Voice, Employee Experience UC, Metrics & Models U Inclusion and Diversity UC, Metrics & Models Ul Compensation UC, Metrics & Models  TA FRANCISCO DE VITORIA U Performance Management Performance Management Use Cases Processes and strategies to implement the Performance Management Process inside your Organization. DE VITORIA Why using Analytics? Using data to gain visibility into how your employees are performing to meet business objectives and get business outcomes. Use generative Al in ways that save managers time, make the administrative parts of the performance management process less tedious and seek to improve the outcomes of performance reviews. What % of Are we differentiating headcount are our high performers high performers from others based on and high promotion, growth, potentials? compensation, etc.? Would investment in. digital collaboration How is performance tools improve related to engagement, performance? training, etc. Performance Metrics FRANCISCO DE VITORIA Measurements to track and optimize the performance process. i) Real time, continuous, context-based feedback sent Number of Promotions to a different category level (by or received from/to another employee. employment type, level, by department, organization, country, location, etc.). - Regular and/or annual (Better regular) - Equal -to-equal Sometimes there is a flag “Eligible for promotion” that is - Informally and on the job measured across the real promotions happening. - Avoidratings - Forasetof objectives The Gender or Ethnicity Promotion % will also be calculated to provide visibility into expected targets. Final rate in yearly evaluation. Example: * Exceptional * Meets * Requires Improvement Performance Metrics FRANCISCO DE VITORIA Measurements to track and optimize the performance process. i) Defined Objective / Priorities Engagement index at the company level and the Additional cuts of the data by department, by level, different cuts of the information by department, by by org, market, location. level, by org, market, location. - Does it make sense to define yearly objectives? Engament Index - Does it make sense to have individual objectives Participation in Survey or team objectives? Comparison to Turnover, Performance, Etc. [Absentesóm ___ Absenteeism Hrs per different cuts of data: ownme | Overtime Hrs per different cuts of data: department, department, by level, by org, market, location. by level, by org, market, location. https://www.gallup.com/workplace/285674/improve- employee-engagement-workplace.aspx. Performance Tools U T. FRANCISCO DE VITORIA Different tools and measure for different audience: Performance Team, Performance Leads, HR Executives drid, Performance Operational Reports Providing details of the Performance process to help Performance Team monitor the status of objectives, feedback, promotions and actions. It gives high-level statistics for all performance areas. Performance Achievement Analytics Tools Displays connected information to allow for deep analysis of performance outcomes, and relevant metrics in connection with additional data, inclusion and diversity parameters, organization, country, level, engagement, account, skills, training, etc. Ad-hoc Analysis and Models Y Ad-hoc analysis to see impact of engagement on performance factors. Y Organization Network Analysis to find influencers, high potentials, collaboration patterns. Y NLP Models to find useful information in feedback forms like skills related feedback, Achievements, Employee sentiment.  Pe rfO rmance TOO IS Always be a need for the human component to review and contextualize FRANCISCO Samples of what GenAl can do: the output of generative Al. M can be used to analyze communication and collaboration patterns in companies to help boost performance and improve inclusiveness, analyzing in real time every conversation happening in the organization from email, Teams or other communication tools. scrape your internal data and put together good performance summaries for managers to review. helps create more understandable and thus actionable feedback for employees. One way it does that is by taking bare-bones bulleted lists or notes compiled by managers about employee performance and—once managers use good prompts—transforms them into a more comprehensive and cohesive performance review draft. to help create performance goals for employees based on defined sets of criteria and action plans to accompany the goals. can create personalized learning plans for employees based on the outcome of performance reviews. Suggest specific learning courses or content based on those reviews as well as on an employee's preferred career path or development plan. to help employees prepare for performance reviews by compiling and synthesizing data on their own accomplishments, behaviors or goals achieved 10 Performance Tools FRANCISCO DE VITORIA Employee Performance Assessment Dashboard drid, Following slide dashbo sess employee erformance. Key performance in ators covered al eeism, overtime hou and overall labor effectiveness Absenteeism Overtime Hours Absenteeismoverthe LastS years © 1.5 Hrs EmployeeConnect — Home Reports — Advanced » @ amy oria - T.7 veys 88 8 78 78 66 Avg Yearly Absenteesm - Avg Overtime Per We Yearly Avg Overtime Recognition Dashboard Hours (Per Empioyee: Absenteeism Rate Recognitions Sent (Last Year) % Sent Recognition Recognicion Sent (Last Week) Recognition Sent (This Week) Avg 220 /%0, 32 38 y El 8 Training Costs Training Costs by Training years & Duration OLE over the Last 5 of Training Years 3 - Year Occupation i SITK $11K smK $UK INNOVATION INTEGRITY AGILITY TEAM WORK PASSION $5 $5 $5 Badge Recipients (Most Awarded) Top Recognition Badges Values by Org Unit ’“Iszx I I I' 0 » MNet Costs #Retums mNet Costs — Retums QEaneroro This slide is 100% editable. Adapt it to your needs and capture your audience! 11  TA FRANCISCO DE VITORIA U Employee Voice Employee Experience Use Cases by HR Function FRANCISCO DE VITORIA A, Employee Voice / Employee Experience Why using Analytics? Using data to gain visibility into how your employees are feeling with the different areas. Experience should be measured at all stages. Is the metaverse What is the training experience sentiment of better than normal employees with training? training compared to the last year? What is the experience of employees when changing Is the Candidate roles, positions? In the Experience affecting onboarding process? On the the final number of first year? hires? 13 Employee Voice & Employee Experience Metrics Ea FRANCISCO DE VITORIA Measurements to track the employee sentiment. Measured through surveys and feedback to measure Net Promoter Score that measure the employees overall sentiment in specific process, area. willingness to recommend the workplace to others. eNPS is Measured by asking employees to rate the likelihood of recommending their company on a scale of 0 to 10, with 0 being “not at all likely” and 10 being “extremely likely.” The score is calculated by subtracting %Detractors (employees who score 0-6) from %Promoters (employees who score 9 and 10). - Negative values: Horrible - 0-20: Regular - 20-40: Good value - 40-60:Excellent 14 Employee Voice & Employee Experience Tools — aE FRANCISCO DE VITORIA Different tools and measure for different audience M 2077 Text Analyzer Tool A solution based on NLP that will help monitor and visualize employees feeling in different processes. Could be used ad-hoc depending on the need. º Survey Solutions A survey-based tool designed to help with insights about how employees are feeling. Provides insights and themes derived from open comment text fields and quantitative fields in the Survey. Segmentation º Enabling segmentation of employees based on different criteria to get insights at the segment level. 15  TA FRANCISCO DE VITORIA U Compensation Rewards Compensation and Rewards TA FRANCISCO DE VITORIA Why using Analytics? U Using data to ensure compensation is fair for your employees to meet business objectives and get business outcomes. OPERATIONAL: Pure compensation metrics visible in compensation management systems to understand how pay is distributed across the team. INSIGHTS: To measure pay equity and fairness across the organization. To understand relations with performance, to remain competitive and to attract the right talent. ADVANCED ANALYTICS: For hyper personalized rewards for employee better understanding. 17 Compensation Metrics FRANCISCO DE VITORIA Measurements to track fairness in compensation. Pay Range Average Salary Salary Bands for a level, role, etc Average salary by level. Comparing Base Salary with external marketplace Total cost to pay employees salaries. Pay Gap Measure of Organizational Inequality in Payment. 18 Use Cases by HR Function FRANCISCO DE VITORIA Compensation and Rewards Hire Date: March 5, 2003 Minimum Midpoint Maximum Base salary: $43,133 Job Start Date: Sept. 27,2004 $32.300 $38,000 $43.600 Bonus Target (0%): $0 Compa Ratio: 114 Target Cash Compensation: $43,133 Position in range: 0.96 Employee Total Compensation Compared to Market Salary and Years in Job (In the Same Structure) Internal Equity Salary Review (In the Same Structure) sa ; $80.000 $50.... $ 60.000 $46. $u.. $ 40000 $a e $40, 0.... [ $20000 re o o » $ so $= Empioyee Market $. Average Salary Empioyee M Base — MN Total Target Cash — NNN Total Direct Cash = s = ==. Salary Salary Compeñatio — MarketVelue Department — — Borustarget $a1 134 $a0742 PubllcEvenes * Al Karsas 20 $32.300 $38.000 $43.600 $46.449 12 $0742 Public Events * " Kansas 2 $3:2300 $38000 $43.000 $45314 119 $0742 Public Events * 19 Source: Sample from Web  TA FRANCISCO DE VITORIA U Inclusion and Diversity Use Cases by HR Function Inclusion and Diversity DE VITORIA Why using Analytics? Using data to ensure equality, inclusive organization, fairness. What is the organization “As- Are we equitable Is”, Gender-Mix, paying our Diversity Mix. employees? Is there BIAS in the recruitment process? ls there a How is this affecting Gender/Ethnicity BIAS inclusion and with respect to diversity targets? Talent Decisions? 21 Inclusion & Diversity Metrics FRANCISCO *Any measure could be cut down at the diversity dimension. Inclusion and Diversity Metrics % Ethnicity Mix Percentage breakdown by ethnicity of employees at any process %Gender Mix Percentage of Female employees at any process %Generations Mix Mix for different Generations (X,Y,Z..) 22 Inclusion and Diversity Tools FRANCISCO Providing visibility into Inclusion and Diversity Numbers. DE VITORIA z º 18.D dashboard View inclusion & diversity goals information. ** Normally in any other dashboard that is developed always appear numbers for Inclusion and Diversity Status. 23 Use Cases by HR Function Inclusion & Diversity FRANCISCO DE VITORIA z DTE / Gender Level / Gender.! OPERATIONAL: To understand o 23 2 numbers, gender mix, diversity. L " I“Illll_ mix, etc. — a | l INSIGHTS: To connect and get insights from other data.... Age Distribution Disability Degree Foreign Index ADVANCED ANALYTICS: Network Genera Baby Boom. analysis to see intergeneracional connections, connections by Gender, Ethnicity. 24 Recommendation: When talking about Metrics and Tools use your Judgment and define new metrics and tools as needed.  TA FRANCISCO DE VITORIA U Use Cases vs Algorithms  Use Cases vs Algorithms Description Use cases Classification Algorithm to assign entities to predefined categories... Is the employee going to leave?... How can we classify our management in leadership types?.. Can we predict levels of productivity based on employee skills? Clustering Group elements based on a similar criteria. What employee clusters or segments do we recognize looking at skills and pel rformance? Can we isolate our top and bottom performers and what are their characteristics? Statistical modelling Adjust a statistical distribution to plan for the future or... Is there a correlation between sales and employee engagement? to see correlation between variables... Is there a relationship between leadership and absenteeism?.. Can we predict turnover, absenteeism? Factorial analysis Helps understand the key important inputs in the data... What are the key parameters that are affecting turnover?.. What are the key factors behind the success of an employee? Social Network Analysis Use of network and data connection to add to the.. What the people think about my company, product? decision-making process Topic Detection Organizes and understands text data, by assigning.. What do employees talk about in our open question surveys? “tags” according to each individual text's topic or.. Are topic changing over time? theme. What are our employees feeling on Return to the Office (Sentiment Analysis) Association Ruling Can we individually recommend vacancies to our employees? 27 U FRANCISCO DE VITORIA  TA FRANCISCO Practice of the Day Analyze Feedback Data and Collaboration Patterns ' DE/é;Ji:IA n V4 Y Understand Use Case - Y Explain Practice Y Try Questions that 1 would like you to answer at the minimum. Total Feedback Received by HR Organization Avg Feedback by Total Employees Percentage of Employees Receiving Feedback (General) Avg Feedback by People Receiving Feedback What is the department that is receiving more feedback? How many feedback entries? What is the department where more employees are receiving feedback? Looking at the headcount what is the department with bigger adoption of feedback process? What Levels are receiving more feedback? Which are the Top3 persons receiving more feedback Looking at the feedback received do you think there is good collaboration in HR Organization between Teams? Which is the most connected organization? And the less? Based on these numbers what would be the recommendations you will give to continue improving the Feedback process and Collaboration. Tips * Numbers could be done in Excel or PowerBI. * For Collaboration need to evaluate feedback coming from a different Organization * For Collaboration Questions suggest to use a Custom Control in PowerBl: Network Navigator Tips * Format Labels, Titles, X, Y axes * All controls need to be connected * Probably need to add additional columns for sorting * Easy to add additional columns for better evaluation * Have kids or not * Have pets or not * Age Range U FRANCISCO DE VITORIA