Key HR metrics during crisis management and beyond

Kerry Nutley - Strategy Director UK&I - Human Capital ManagementCaroline Gladwin - WE HCM Strategic Initiatives

Tuesday 12th May 2020

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Suggested key metrics KPIs are going to depend on your personal organisations outcome to your risk and business continuity management. Some areas you may already be measuring are:

• Total workforce -total labour resource and cost• Absence level, with a breakdown of those absence associated

to Covid• DIS and red flags (including mental and physical wellbeing)• Wellbeing via pulse survey• Workforce location and mode• Critical roles and attendance• Missing contact data (ie. next of kin etc)• Availability of second wave workforce – those that could be

deployed to critical work post skills gap analysis, training uplift, active skills identification of those in non-critical roles, outsourcing, recruitment etc

• Movers, joiner and leavers• Critical supply chain mgmt. regarding outsource workforce• Compliance and policy training / task completed, by whom

and when• Other controls, secondary metrics to highlight potential future

risks

• Business resilience and compliance will become HR’s new normal given uncertainty and change

• Automated dashboard and omni channel reporting cascade is key

C OV I D - 1 9

• E v e r y C O U N T R Y i s d i f f e r e n t• G o v e r n m e n t a l s u p p o r t i s d i f f e r e n t b y j u r i s d i c t i o n

• E v e r y I N D U S T R Y i s d i f f e r e n t• S o m e c l o s e d - d o w n c o m p l e t e l y• S o m e p a r t i a l l y c l o s e d• S o m e o p e n b u t c h a n g e t h e i r m o d e l• S o m e s c a l i n g u p t o c o p e w i t h d e m a n d

• E v e r y O R G A N I S AT I O N i s d i f f e r e n t• D i f f e r e n t f u r l o u g h r u l e s• D i f f e r e n t a p p r o a c h a n d d e c i s i o n s a b o u t t h e i r b u s i n e s s

• E v e r y T I M E L I N E i s d i f f e r e n t• L o c k d o w n w i l l r e l e a s e i n p h a s e s• W e m a y g o r o u n d t h i s c y c l e m o r e t h a n o n c e

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Issue Management

MANAGETHE SITUATION

SUPPORTPEOPLE & ASSETS

CRISISMANAGEMENT

E V E N T

D R I V E D E C I S I O NA C C E L E R A T E A C T I O N

• Data Quality of Emergency Contacts

• Look for contacts that have no email or phone number – so these can be updated as a priority

• Summary of Emergency Contacts

• Monitor how many employees have no emergency contact to ensure they are entered and available to be used

• My Team Availability Today

• Help managers understand who is absent and who is available to work

• Monitor Absence Numbers

• Monitor the spread of COVID-19 absences across their organisation

Immediate Priorities – Sample Metrics

• Employees on or about to go on Maternity Leave

• Identify which employees are on or due to go on maternity leave.

• Employees Above a Certain Age

• Identify high risk groups of employees

• Monitor Work Visa Expiry for Employees

• Identify which employees have a work visa that expires in the coming days and months.

• Monitor Passport Expiry for Employees

• Identify which employees have a passport that expires in the coming months.

Managing Key Risks – Sample Metrics

• Rehire Recommendations

• Review potential sources of new employees who can hit the ground running

• Absence AwaitingApproval

• Identify new cases of COVID-19 absence to ensure their employees are contacted and supported quickly

• Future Hires

• Review future hires to determine what the next best action is

Managing Key Processes – Sample Metrics

• Pipeline Requisitions

• Building a pipeline of candidates to quickly mobilise when needed

Example: SSP – Paid from day 1 for COVID-19 related sickness

Cost of Absence

Cost of Furlough

Cost of Redundancy

Managing LegislativeChanges and Costs

Sample Metrics:

• # Employees• By Skill• By Location• By Availability• By Profile …

• # Employees withExperience of that Role

• Employee Sentiment• Customer Sentiment

Temporarily Re-assigning Resources

Sample Metrics:

• # Essential/Critical Workers• By Location• By Department• By Role• By Demographics

• Forecast revenue• Materials availability• Government rules

• # Employees by Status• Working from home• Reduced hours• Furlough• Redundant

Workforce Location and Management

Sample Metrics:

• # Responses

• # Employees by Safety• # Tasks by Status

• Cost of Equipment• Cost of Benefits

• Actions by Owners

Workforce Surveys and Benefits

• Tickets/SRs

• By Type, By Priority, By Category, By SLA responses …

• Timesheet Metrics

• To understand activities and productivity – ensure pay is accurate

• Asset Tracking

• For employees now working from home

During Lockdown – Sample Metrics

• Volunteering & Wellbeing

• Number of volunteering hours, number of matched donations

• Completed learning, other activities to ensure good mental health

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Recovery

R E G R O U P & R E O R G A N I S E

• Absence Trend by Month and Gender

• Monitor the spread of COVID-19 absences across their organisation

• Absence Trend by Month and Age Group

• Monitor the spread of COVID-19 absences across their organisation

What Was the Real Impact? – Sample Metrics

• Employee Costs

• Ongoing Government Schemes

• Succession Plan Strength

• Were Critical Jobs and Departments at Risk due to weak succession plans?

Sample Metrics:

• # New Hires• Time to Hire• Candidate Satisfaction

• Social Sentiment

How Have We Done? What Could We Have Done Better?

Sample Metrics:

• Comparison vs Last Year• Engagement• Productivity• Environmental• Learning

• Impact of technology• Cloud Platforms• Mobile First• Digital Assistants• Suggested Actions

Bringing Employees Back to Offices – Or Not?One Impact of Technology

Sample Metrics:

• # Tasks by Status• # Courses Completed• # Incidents…

• Engagement• Productivity

Support for Return to Work

What impact will this have on the organisation and workforce of the future?

A reimagined operating model but too early to tell what that looks like ..

Socially responsible workforce models –

balance purpose and profit Support for employees and their own

financial and life planning

1 in 3 don’t expect

their job to exist in a

few years – what role

will technology play?

Trust and

transparency are vital

Embrace the

experience

economy

Build skills taxonomies that are

broader and more flexible and not

beholden to rigid job structures

Show empathy

and a culture of

caring

R I S K P L A N N I N G & M A N A G E M E N T

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Business Resilience

B U S I N E S S I N N E W N O R M A L

IDENTIFY& ASSESS

IMPLEMENTATIONOF CONTROLS

ONGOINGMONITORING

Business resilience and compliance will become HR’s new normal given uncertainty and changeAutomated dashboard and omni channel reporting cascade is key