Gain leaders’ trust to sharpen the

human capital agenda

Understand business imperatives,

connect people initiatives

Navigate across contexts to create

tangible impact

Alumni refer

someone for an

AHLC course

HR leaders

are a part of

our alumni

community

Is the median

participant

experience

Alumni

feel empowered

to drive business

results

HR

professionals

have received

training via our

courses

Flagship certificate courses for HR

professionals

Bespoke HR capability journeys for

organizations

Registration

E-Learnings

Online Discussion

Learning Lab

Assignment

Comprehensive

Assessment

1 2 3 4 5 Business

Strategy

Required Capabilities and Implications for

Human Capital Strategy

HR Priorities and

Roadmap

Alignment and

Readiness Success Measures

2b

2c

4a

4b

Unpacking elements

of the business

strategy, not defining

the business

strategy.

Primary Business

Strategy:

• Cost Leadership

• Differentiation

o Product

Innovation

o Customer

Intimacy

Other

Considerations:

• Market Dynamics

and Competitive

Landscape

• Geographic

Expansion

• Risk/Regulatory

Compliance

Pressure

• Execution of

Major

Investments/

Committed

Initiative

Human Capital Strategy Components

Human Capital Strategy Components

Strategic statements that support the business strategy,

establish HR’s focus, identifying key gaps to close. Ideally

a rolling 3-year commitment.

Workforce and Organization Design

Acquisition and Development Total

Rewards

Leadership

Culture

Will these strategies increase or impede employee

engagement and how will they align or depart from the

existing employee value proposition? Where are you

today and what needs to change?

HR and People Initiatives

that support the Business

and Human Capital strategy

with a prioritization of

initiatives and sequencing.

Start (new initiatives):

• …..

• …..

Continue (or adjust):

• …..

• …..

Stop (not aligned to

strategy):

• …..

• …..

Addressing the Funding

Gap: How to ensure we

have

the capital to put towards

new initiatives

Sequencing/Roadmap: 1-3

year journey mapped with

dependencies

Business Leadership

Alignment & Readiness

HR Functional

Alignment & Readiness

Does the structure and

capabilities of the HR function

support the strategic initiatives?

People

Process

Technology

HR

Organization

Design

Governance

How will we measure

the outcomes of the

human capital

strategy and the

portfolio of HR

program priorities?

Balanced scorecard

items to consider:

Measures that

link to business

outcomes

• Customer

perspective,

including: business

executives,

employees, and

results

• Operational/

financial

effectiveness

measures for HR

• External

perspectives such

as benchmarks

Critical questions that identify the key capabilities required

to drive the business strategy and the relevant implications.

2a Required Organizational Capabilities and Implications

An assessment of organization

and leadership readiness for

change in support of the human

capital strategy.

Showcase the robustness of the process

through which an outcome is achieved

Measure impact of the people or

business outcomes of any process

Predictive forecasting of results through

underlying assumptions

Post activity analysis on an ongoing

basis to measure change

Check on input maximization and cost

benefit analysis

Measure the effect of the final output on

the key goals

Usage of workforce plans

First year engagement of new hires

Bench strength talent ratio for critical

roles

Attrition rate analysis

Cost per hire by source

New hire performance index by source

Analyze past performance in

an effort to predict the future

by examining historical data,

detecting patterns or

relationships.

Culture fit for

new hires

Help decision maker to

identify the optimal

alternative in problems with

multiple conflicting criteria.

Wage bill

optimization

model

Descriptive

Analytics

Predictive

Analytics

Prescriptive

Analytics

Anecdotes

Scorecards & Dashboards

Benchmark

Correlation

Causation

Prediction

Understand past and current

business performance and

make informed decisions.

Workforce

forecast

accuracy

Ability to discern relationships

and linkages

Ability to cut through the complexity

and focus on the essence

Ability to step back from the

problem and think ahead

Data

Geeks

Line

Managers

Support

Leadership

Sponsorship

HR

Experts

Efficient

Technology

Reliable

Data

Ability to frame a problem accurately

Narrative coupled with data gives adequate

context to the audience and helps understand the

importance of a particular insight.

Often interesting insights and outliers are hidden in

data. Visuals applied to data help the audience

look beyond the obvious.

Helping individuals immerse into the experience.

Visuals and narrative together can help influence

and drive change.

En

lig

hte

n

Define the business

impacting critical

talent questions

Ensure veracity and accuracy

of data. Identify an effective

and relevant tool

Keep it simple and action-oriented but

don't compromise the rigor. There are

no short cuts to becoming mature and

doing predictive & prescriptive analytics

Continued cadence will

drive the next evolution

of HR and help partner

on business outcomes

• Despite committed

investment, lack of

effectiveness in benefits

policy. Need to increase

benefits utility

• Only 11% employees value

the benefits offered

• 25% of benefits are utilized

effectively

• Focus on employee perception

• Analyze the changing

demographic landscape and

utilization trends vis a vis each

benefit

• Enable ecosystem to collect

employee benefit preference

data continuously

• Recommend and realign

policies in a timely manner

Implementing

Analytics

Introduction

to HR

Analytics

Measuring

Results in

HR

Data

Analysis

Driving

Insights

Final

Assessment

Participant Handbooks* Online Discussion Boards*

Learning journey spanning across two contact classes and a comprehensive online assessment

Day 1 Day 2 Assessment

*Active for one year

Quiz

Class Participation

Assignments

Final Assessment

• Final Assessment can only be taken

after attending all five modules

• Minimum 50% is required in the final

assessment

• At least 50% aggregate score is required to

complete the certification

Objectives

Outcomes

• Understand Aon’s Human Capital Strategy Methodology and

link business strategy to your Human Capital Strategy

• Explore how metrics are used to measure results in HR

o Process vs Outcome

o Efficiency vs Effectiveness

o Lead vs Lag

• Learn to configure success measures based on human capital

strategy to measure business impact

• End to end performance evaluation of each segment

of the Human Capital Strategy through continuous

process and outcome measurement

• Refine HR programs through efficiency and

effectiveness analysis

• Gain holistic understanding of HR value chain by

using lead and lag measures

Measuring Results in HR

Configure the right kind of metrics to

measure results across the HR value chain

Objectives

Outcomes

• Explore how business can deliver on business outcomes by

leveraging on analytics

• Analyze the business impact of HR analytics in real business

situations

• Develop an understanding on the 3 main types of analytics and

their appropriate usage in different HR areas

o Descriptive Analytics

o Predictive Analytics

o Prescriptive Analytics

• Refresh basic statistics knowledge and understand the key

statistical tools needed for effective use of analytics

• Create buy in for HR analytics driven solutions and

decisions

• Drive short, long and medium term results through

effective application of analytics

• Develop strong foundational skills in statistics to

deliver quality results

• Apply analytics maturity model to plan for your HR’s

journey

Introduction to HR Analytics

Build a strong foundation to champion and

implement analytics

Objectives

Outcomes

• Introduction to the key skills to drive data analysis: critical

thinking and storyboarding

• Frame critical questions to build critical thinking capabilities and

apply them in different HR areas

• Learn about the various data visualization techniques and their

effective utilization using cutting edge tools like Tableau

• Create early awareness on the common pitfalls associated with

data visualization

• Approach HR problems with a critical thinking

mindset and use critical questions to gain relevant

insights; to be used for problem solving

• Develop the foundation blocks of data analysis

through understanding critical thinking and

storyboarding

• Leverage data visualization tools and techniques

effectively and proactively avoid failures

Data Analysis

Apply critical thinking to frame hypothesis and

deploy data visualizations

Objectives

Outcomes

• Understand the process of forming appropriate hypothesis

• Develop skills to analyze data holistically and draw out trends

and insights

• Understand the art of communicating insights through effective

storyboarding

• Learn to build effective story boards and use them to influence

stakeholders and build buy in for your endeavors • Use hypothesis testing to validate assumptions and

refine proposed plans

• Move from simple data to real insights to drive

outcomes

• Leverage accumulated insights through effective

communication to stakeholders and key influencers

Driving Insights

Uncover and communicate insights to

provide tangible benefits

Objectives

Outcomes

• Comprehend the features of a data driven organization

• Gain insight into best practices across the HR analytics life

cycle

• Deconstruct the power of big data and understand how can it

be used effectively by organizations to increase predictability in

fulfilling strategic objectives

• Create effective HR dashboards to communicate results • Drive and enable a data driven culture in your

organization using key enablers

• Champion HR analytics tools to increase efficiencies

in processes

• Learn key concepts and tools to enable predictive

modelling

• Implement predictive modelling skills to sharpen

forecasting

• Embed analytics DNA in your HR function by using

scorecards

Implementing Analytics

Build a data driven HR organization by

embedding analytics

Anandorup Ghose leads Aon Hewitt’s Rewards practice for

South Asia. Prior to this role, he managed several client

relationships in the Middle East, Asia Pacific and India in the

areas of executive compensation design and benchmarking,

long term incentive plan design, sales incentive plan design,

governance structure definition, remuneration committee

advisory etc.

Moreover, he has also worked on some large scale merger

integration projects with clients in the region, primarily in the

field of telecom, financial services and oil and gas. His key

clients include the Aditya Birla Group, Mahindra, Genpact and

Tata Consultancy Services.

Anandorup is a regular speaker at several executive

compensation forums in industry associations such as All India

Management Association, FICCI, and Anchorage Society for

Human Resource Management.

He is ardent reader of the Economist and whenever time

permits he loves to travel and experience new cultures.

Anandorup Ghosh

Dean,

Aon Hewitt

Learning Center

Anandorup's Mantra

Culture eats strategy

over breakfast

Peter Drucker

Anurag has pursued a career in Human capital consulting, with

over 13 years in premier organizations like Aon Hewitt and

Mercer Consulting in leadership positions, out of his 15+ years

of professional experience. He currently leads the

Organizational Effectiveness practice for Aon Hewitt.

Pharmaceutical, O&G, Auto, Manufacturing, FMCG, Mining,

Education, Healthcare, eCommerce, Government etc. are a

few of the industries in which he has been advising clients in

the recent past. His experience spans across business

management and talent/people solution thought leadership.

His focus areas range from transformational interventions like

organization structure, leadership assessment & development,

career architecture, performance systems, rewards, Employee

Value Proposition to employee engagement and culture etc.

He is a regular speaker/panelist at forums such as CII, AIMA,

DMA, NIPM, FICCI, and academic institutions such MDI & IMI,

He is also a visiting faculty at MDI. He is a Hogan Certified

coach and Richard Barrett & Associates accredited Culture

Transformation expert.

Anurag completed his Post graduate from Tata Institute of

Social Sciences, Mumbai. He is a graduate with Honors in

Mathematical Statistics from Kirori Mal College, Delhi

University.

Anurag Aman

Leader,

Organizational

Effectiveness

Anurag’s Mantra

Vision without action is

daydreaming and action

without vision is a

nightmare

Anon

Shivanker Singh leads the pre hiring arm of Aon Hewitt’s

Selection and Assessment business in India. His span of work

at the firm has projects that involve creation of HR strategy,

HR Effectiveness and integrated HR Transformation projects.

In the area of selection and assessment, Shivanker has led

projects for organizations in the QSR and IT/ ITeS industries,

developing competency frameworks and delivering

assessment and selection tools through Aon Hewitt’s online

platform. His expertise lies in the HR analytics involved in the

design and post implementation ROI analysis.

He has also been part of integrated HR Transformation

projects for a number of family led enterprises. These projects

typically include a gamut of interventions, including the design

of the organization’s structure, levels, job descriptions, and

talent management processes.

Shivanker is a Mechanical Engineer and an MBA(HR). He also

has a Dual Masters degree in Operations Research (Advanced

Analytics) and HR/OD from The Pennsylvania State

University, USA.

Shivanker Singh

Lead,

Behavioral

Assessments,

CoCubes, An Aon

Company

Shivanker’s Mantra

Data is just like crudeoil, is

valuable, but if unrefined it

cannot be really used

Michael Palmer

Pooja Goenka leads content development at AHLC – Aon

Hewitt Learning Center and looks after content creation and

customization for client projects and public workshops. She

has anchored the development of multiple AHLC courses such

as BEI, Talent Acquisition and HR Analytics.

Prior to Aon Hewitt, she was a Consultant at DDI India. During

her stint at DDI, she managed client projects across the gamut

of talent management ranging from testing solutions, 360

surveys, behavioral interviewing interventions and competency

building to assessment design, implementation, coaching and

succession planning. She also supported the marketing and

business development teams in various initiatives and client

interactions. After DDI, she worked as an independent

consultant in the fields of employee engagement, talent

management and training facilitation. She has worked with

clients across industries such as Manufacturing, IT, Business

Conglomerates and BFSI.

Pooja has a Master’s degree in Human Resources and Labour

Relations from Tata Institute of Social Sciences, Mumbai and a

Bachelor’s degree in Psychology and Organizational Studies

from the University of Michigan. She is certified as a

Facilitator, Assessor, BEI Interviewer and Coach. She is also

certified on psychometric inventories such as Hogan and

ADEPT-15.

Pooja Goenka

Content Leader,

Aon Hewitt

Learning Center

Pooja's Mantra

Don’t wait for the

extraordinary, make

common occasions great

Orison Swett Marden

Connect with us

aonahlc@aohewitt.com

011 39585050 Course Fee (inclusive of taxes)

₹50,000 Participation will be confirmed post payment

Learning Center

Classroom sessions

16 hours

Online

Discussion Board

Active for one year

Participant

Handbook

Pre-reads

5 hours

Certification

Aon Hewitt Certified

HR Analytics

Professional

Course Calendar

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Aon AHLC Inquiry Mailbox: aonahlc@aonhewitt.com

Amit Kumar: amit.kumar.29@aonhewitt.com