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Advanced People Analytics for Driving Enhanced Business Outcomes
2Advanced People Analytics for Driving Enhanced Business Outcomes
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The world’s largest annual workplace study
8,000 organizations
57 countries
12 million employeesRecognition
ResearchConsulting
3Advanced People Analytics for Driving Enhanced Business Outcomes
Trust Focus
Perf
orm
ance
Foc
us
Culture of Burnout
At Risk Culture of Comfort
Our mission is to build a better world by helping organizations become
Great Places to Work FOR ALL
Trust SustainsPerformance
5Advanced People Analytics for Driving Enhanced Business Outcomes
6Advanced People Analytics for Driving Enhanced Business Outcomes
7Advanced People Analytics for Driving Enhanced Business Outcomes
Dr. Dan Ariely, Duke University
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Data
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Data Descriptive
Patterns
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Data Descriptive Predictive
DecisionsPatterns
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Case Studies: Aims
Leverage employee and performance data to predict and drive enhanced business outcomes:
• Pinpointing critical priorities for strengthening KPI results
• Gaining insights for prescribing “performance enhancing” actions
• Sharing empirical business case for inspiring needed change
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13Advanced People Analytics for Driving Enhanced Business Outcomes
Advanced Analytics: KPIs
• Sales vs. Budget
• Hourly Sales vs. Prior Year
• Units per Transaction
• Employee Turnover
• Customer Service
• Impact of Culture on KPIs?
• Impact of Change Initiatives?
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1. Correlation (r)
2. Variance (r2)
3. Multiple Correlations (R)
4. Statistical Significance Levels (.05, .01, .001)
Stats Refresher
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Segmentation Impact Analysis
TI Store Quartile
Average TIScore
Sales vs. Budget
Sales per Hr. vs. Last Year
Top 87% 7% 14%
2nd 79% 9% 12%
3rd 70% -2% 10%
Bottom 60% 0% 10%
High trust stores achieve 7% greater sales and 4% greater sales productivity than low
trust stores
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Trust and KPI Correlations
Trust Element Correlation KPI
Overall rating as a great place to work .28 Units per transaction
Opportunity to get special recognition .31 Units per transaction
Striving together to provide best customer experience
.26-.27
Units per transactionEmployee turnover
Management is approachable,easy to talk with
.36*.32.34*
Sales vs. budgetUnits per transaction
Customer service
Management genuinely seeks and responds to ideas and suggestions
.28.46**.28
Sales vs. budgetUnits per transaction
Customer service
All correlations above significant at .05 level or higher
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• Management approachability
• Management follow-through on promises
• Management appreciation for good work and extra effort
• Treating people as full members regardless of their positions
• Managers not playing favourites
• Company contributions to the community
• Learning from our mistakes
7 Engagement Drivers
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International Restaurant Chain
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Advanced Analytics: KPIs
1. Guest Connect Rate• Food• Cleanliness• Service
2. Guest Defect Rate• Total• Food Quality• Guest Service
3. Sales & Productivity• Y-O-Y Store Sales• Sales Per Man Hr.• Customer Per Man Hr.
4. Financial & Operational• Gross Margin• Food Cost Variance• Wage %• Employee Turnover
5. “Derived” Metrics• Overall Trust Index©• Engagement Index• Climate Index
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Segmentation Impact Analysis
Medium PerformingLowest Performing
Higest Performing
STORE SEGMENTS
KEY PERFORMANCE INDICATORS
Overall Segment
Metric
Guest Connect Guest Defect Rates Sales & Productivity Financial & Operational
Food Clean Service Total Food Service Sales CPMH SPMH GM FCV Wage % Turnover
OVERALL TRUST INDEX©
Top Third 87% 88.7% 84.7% 86.8% 0.88 0.22 0.55 9.6% 6.04 $62.19 30.7% 1.45% 22.7% 87.8
Middle 76% 87.6% 82.4% 85.7% 1.13 0.34 0.63 10.2% 5.71 $58.68 28.8% 2.28% 22.9% 71.5
Bottom Third 62% 86.9% 81.3% 84.9% 1.31 0.36 0.84 8.2% 5.64 $58.28 28.0% 2.58% 23.4% 99.7
OVERALL RATING AS GREAT PLACE TO WORK
Top Third 86% 88.7% 84.5% 87.0% 0.90 0.24 0.55 9.5% 6.17 $63.46 30.7% 1.83% 22.0% 80.9
Middle 77% 87.4% 82.3% 85.4% 1.00 0.30 0.55 20.6% 5.72 $58.00 28.9% 1.95% 23.4% 76.4
Bottom Third 64% 87.0% 81.6% 85.1% 1.42 0.34 0.92 9.3% 5.50 $57.66 27.9% 2.49% 23.6% 102.1
ENGAGEMENT INDEX
Top Third 87% 88.7% 84.6% 86.7% 0.91 0.23 0.56 8.9% 5.96 $61.67 30.9% 1.58% 22.4% 83.6
Middle 76% 87.4% 82.3% 85.6% 1.16 0.28 0.72 9.9% 5.80 $59.57 28.5% 2.31% 23.0% 77.1
Bottom Third 63% 87.0% 81.5% 85.1% 1.25 0.37 0.73 9.2% 5.63 $57.88 28.2% 2.44% 23.2% 98.6
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Multiple Regression and KPIs
KPI Key Trust Element Beta Multiple R Variance Significance
REVENUEGROWTH
Inspiring .51
.48 23% .0001Listening .45
Hiring .39
CUSTOMERSERVICE
Listening .49
.46 21% .0001Hiring .46
Training & Development .38
GROSS MARGIN
Speaking .47
.42 17% .001Listening .45
Resource Mgt. .35
Listening
Listening
CUSTOMER SERVICE
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Predicting KPI Results with Multiple Regression
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Key Drivers Analysis
Lower Higher
Low
erIm
port
ance
–Co
rrel
atio
n w
ith K
PI (r
)
Favourability – % Variation from Benchmark
Primary OpportunitiesTop Priorities for Change
Secondary StrengthsEnhance
Secondary OpportunitiesMitigate
Primary StrengthsLeverage and Reinforce
High
er
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Key Drivers Analysis
Impa
ct o
n D
efec
t Rat
e –
Serv
ice
(r)
% Difference from Benchmark
1. PRIMARY OPPORTUNITIES 2. PRIMARY STRENGTHS
3. SECONDARY OPPORTUNITIES 4. SECONDARY STRENGTHS
HigherLower
Low
erHi
gher
• CARING
• CELEBRATING • RESOURCE MANAGEMENT
• INSPIRING
• SPEAKING
• LISTENING: Collaborating
• THANKING
• HIRING
• DEVELOPING
• MANAGING PERFORMANCE
• SHARING
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Key Drivers Analysis: Summary by KPIs
KEY DRIVERS
KEY PERFORMANCE INDICATORS "Derivative" KPIs Customer Service Defect Rates Sales & Productivity Financial & Operational
TI EEI Overall Rating Food Clean Service Total Food Service Sales CPH SPH GM FCV Wage % TO
Inspiring
Speaking
Listening & Collaborating
Hiring
Celebrating
Sharing
Thanking
Caring
Developing
Managing PerformanceResource Management
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27Advanced People Analytics for Driving Enhanced Business Outcomes
Advanced Analytics: KPIs
1. Staff Turnover• Total Staff Retention• Non-Voluntary Turnover• Voluntary Turnover
2. Diversity• Sex• Visible Minority• Ethno Groups• Religious• Landed Immigrant• Sexual Orientation
3. Promotion Rates
4. Key Survey Metrics• Overall Trust Index (TI)• Employee Engagement Index (EEI)• Overall Company Rating as a Great
Workplace
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Predicting KPI Results with Multiple Regression
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National Investment Company
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eNPS1 (employer):
How likely are you to recommend ABC as a place to work to your friends and family?®
(Please answer 0 - 10 where 0 = not at all likely, and 10 = extremely likely.)
eNPS2 (services/products):
How likely are you to recommend ABC’s products and services to your friends and family?®
(Please answer 0 - 10 where 0 = not at all likely, and 10 = extremely likely.)
Net Promoter® is a registered trademark of Bain & Company, Inc., Fred Reichheld and Satmetrix Systems, Inc.
Employee Net Promoter Scores (eNPS)
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Promoters
Passives
Detractors
9
7
0
10
8
1 2 3 4 5 6
eNPS Segments
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% of Promoters
% of Detractors
eNPSScore
World Class
-100 0 50 70 100
Good
Excellent
eNPS Calculation
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eNPS and Trust
Net Promoter® is a registered trademark of Bain & Company, Inc., Fred Reichheld and Satmetrix Systems, Inc.”
-40%
-20%
0%
20%
40%
60%
80%
100%
eNPS1 Score eNPS2 Score Trust Index©
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Key Take Aways
• Focus – Pinpoint the most highly leveraged opportunities
• Guidance – Customized vs. “one size fits all” roadmaps
• Inspiration – Empirical business case for inspiring targeted culture change
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Accelerating and Sustaining the Journey
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Advanced People Analytics for Driving Enhanced Business Outcomes
For additional Information:[email protected] 730 1281 (Direct)1 866 712 0630 (Office) Copyright© 2018 Great Place to Work® Institute, Inc.
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