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Dashboards/Scorecards: Keystone to Strategic HR

Meet today’s speakerVice President and HR Industry Expert, Ceridian HCM

jayson.saba@ceridian.com @jaysonsaba

• Human capital management (HCM) analyst for Ceridian

• Previously, led HCM research at Aberdeen Group, and launched employee benefit self-service tools and retirement management solutions at Fidelity

• Expert on various HR functions, including workforce management, benefits administration and recruitment

• Contributor to key industry publications such as The Economist, Workforce Management, HR Executive, Talent Management, HRO Today, and PayTech magazines

• MBA from the McCallum Graduate School at Bentley University

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Definition

• A Scorecard is a measurement tool of how well an entity is doing. It comprises several KPIs/metrics and it often includes more than one area. A Scorecard (as we will see in today’s example) will have some targets. A Dashboard is a monitoring tool that shows how a company is performing relative to a KPI/metric at any given time.

• SHRM Foundation “Transforming HR Through Technology” (Johnson, Gueutal): An HR dashboard provides high level, real-time data related to the most critical measures of HR success. This is done in a visual fashion, similar to the dashboard on a car. Dashboards allow managers to examine information in greater levels of specificity, which can help to quickly identify and focus on potential problem areas. By linking the data on the dashboard to the key organizational metrics, managers can more effectively see the ties between HR outcomes and corporate goals.

• However, in every HR organization from the CHRO level down, the terms have been used interchangeably. And for today’s purposes we will do the same.

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What’s expected of you

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Gro

wth

Efficien

cy60% of a company’s dollars on average are people expenses

HR’s strategic value had been slumping

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71% of companies state that the most critical skill for HR is the ability to link HCM efforts to business goals. ~ Aberdeen Group, January 2013

Things are Looking Up

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More than HALF (55%) of us believe that HR has gotten more Strategic since 2012

~ Aberdeen Group, January 2013

The challenges HR faces

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Burden of everyday

administration

The challenges HR faces

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Burden of everyday

administration

Lack of buy-in from

executives

The challenges HR faces

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Burden of everyday

administration

Lack of buy-in from

executives

Lack of follow through from

managers

Top HCM investment priorities

10Source: Aberdeen Group, January2013

Top HCM investment priorities

11Source: Aberdeen Group, January2013

BUT, more often than not, we have to: - Prioritize these initiatives- Fight to build the business case- Show the value it brings to the company

- Get employees and managers to embrace them

Data Drives Objectivity

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“Our main business is not to see what lies dimly at a distance but to do what lies

clearly at hand.”

– Thomas Carlyle, Scottish author, essayist & historian (1795 – 1881)

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Impact of workforce scorecards or dashboards

Organizations using scorecards are

2Xas likely to indicate that HCM strategy is fully aligned with the business strategy

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Let’s Get to Work

By keeping it SIMPLE!

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Case study 1: Childhood education company

• Provider of Head Start/Early Head Start and other comprehensive early child programs

• Serves almost 4,000 young children and families around the country every day.

• Challenges- Extreme growth: 10x in 4 years- Manual workflows not scalable- Disparate processes

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Five Part Scorecard

1. Talent Acquisition

2. Talent Development

3. Performance Management

4. Culture

5. HR Service Delivery

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1. Talent Acquisition

Objectives Baseline1st Year 3rd Year

1. Increase the percentage of active open positions filled within a targeted deadline of 60 days.

XX 65% 85%

2. Maintain the employee retention rate (less company-initiated transitions) above 75%.

XX 75% 75%

3. Increase the percentage of managers with active positions in the year who indicate satisfaction or high satisfaction with the HR hiring support provided, as measured by survey.

XX 80% 90%

4. Cost per hire (Including advertising agency fees, employee referrals, travel cost of applicants and staff, relocation costs, recruiter pay and benefits).

XX XX XX

5. Vacancy rate XX XX XX

2. Talent Development

Objectives Baseline1st Year

3rd Year

1. Increase the percent of employees who accomplish all of their development targets annually.

XX 50% 75%

2. Increase the percent of employees who indicate satisfaction or high satisfaction with their development opportunities as measured by annual employee survey.

XX 60% 80%

3. Staff training (% of staff completing new hire training within 90 days of hire).

XX 90% 100%

4. Internal promotions (% of open roles filled internally).

30% 40% 50%

5. Professional development (% of staff utilizing tuition reimbursement program).

12% 20% 25%

3. Performance Management

Objectives Baseline 1st Year 3rd Year1. Increase the percentage of employees for

whom performance reviews have been completed and documented by the target date.

XX 90% 100%

2. Increase the percentage of employees who achieve at least 80% of their annual performance targets.

XX 70% 90%

3. Increase the percentage of managers who indicate that our compensation and performance management processes help align and maximize our people’s performance with the goals of the organization.

XX 75% 90%

4. Culture

Objectives Baseline1st Year 3rd Year

1. Increase the percentage of employees who indicate that we have a positive work environment, as measured by staff survey.

XX 80% 90%

2. Increase the percentage of employees who indicate that the majority of our employees live the values of our organization, as measured by staff survey.

XX 65% 75%

3. Absence rate (# of days absent in month). XX XX XX

5. HR Service Delivery

Objectives Baseline 1st Year 3rd Year

1. Increase the percent of HR annual initiatives completed on time and within budget.

60% 80% 95%

2. Achieve internal customer satisfaction levels with HR services at above 85% as measured by annual survey.

50% of services above 85%

65% of services above 85%

85% of services above 85%

3. Overall revenue factor (revenue divided by total # of FTE).

XX XX XX

Case study 2: SC-based Bank

• Regional Bank with 700 employees

• Serves customers in 15-20 retail locations

• Divided into 6 regions (“Markets”), each with a HR Business Partner

• Challenges- No way for HR to prove its value- Didn’t have a single source of truth- No fancy tools to do analytics

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Excel

YAY!!

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Second Exercise

Takeaways / Action Items

• Single source of TRUTH

• Start small and drill down later

• Even if we don’t have the numbers, we can leave blank

• Work with business leadership, the higher the better

• It doesn’t matter how / what we measure as long as:- Business is bought it- We measure it consistently

• Measure monthly, report quarterly

• Tie it to a business metric (revenue per employee)

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Let’s start now!

Questions?

Find me on LinkedIn

Follow us:@Ceridian_us@jaysonsaba

www.facebook.com/CeridianCorp

jayson.saba@ceridian.com

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www.ceridian.com