战略人力资源计分卡创建组织能力与价值

CreatingCredibilityandOrganizationalValueLaunchingandManagingyourStrategicHRScorecardSaratoga2SpecialThanksJeffHackelVeridianHomesLauraJaggiNorthCentralManagementVickiKampmeierTDSLeeWiersmaUWCreditUnionDianeRiversBerbeeInformationServicesJodiChandlerFirstBusinessFinancialClaudioDiazWipfliLLPJaneLindebakHomeSavingsBankScottPollakPwC–SaratogaJimEllisPwC–Saratoga“ItiswithgreatgratitudeandhumilitythatIthanktheseleadersandorganizationsfortheirfaith,dedication&sacrifice.Withoutit,thisprojectwouldnothavesucceeded.”DanLoichinger,CMCSaratoga3Today’sAgendaI.Introductions/Background10MinutesII.ReadinessAssessment10MinutesIII.Tools&Methods30MinutesIV.HRValueProposition15MinutesV.LessonsLearned15MinutesVI.Questions&Answers10MinutesVII.PresenterBiographiesSaratoga4Background•EightMadison-areaorganizationsworkedonaStrategicHRMeasurementandDevelopmentprojectwithexecutivesintheirrespectiveorganizations•TodaywewillusetheexperiencesfromthatprojecttodiscusslaunchingandmanagingaStrategicHRscorecard,covering:–Howtheprojectwasconceived,formedandexecuted–KeyconceptsfrominitialGMASHRMpresentation–Methodologiesandtoolsusedintheproject–Participantreactionsandkeypointstosharewithpeers–LessonslearnedSaratoga5Background–ProjectDevelopment•TheStrategicHRMeasurementandDevelopmentprojectbeganwithaGMA-SHRMpresentationonhumancapitalmeasurement•Concurrently,alocalHumanCapitalAlliance(HCA)wasestablishedwiththecharterofbetterunderstandingstrategicHRmetrics•Afterfurtherdiscussions,afewkeyHCAmembersagreedtobecomeSteeringCommitteememberstolaunchtheStrategicHRMeasurementandDevelopmentinitiative•Anorientationsessionwasheldtogaininterestandcommitmentofadditionalparticipants•Threeworkshopsweredesignedandexecutedoverathreemonthperiodinearly2006Saratoga6Background–Multi-ClientChallengesCompanyXResultsIndustryBenchmarks“Target”25PercentileMedian75thpercentileHRHeadcountRatio122:160:192:1111:1MedianHRExpenseperFTE$1,359$1,253$1,610$2,211MedianHRLaborCostperHRFTE$91,028$66,180$80,143$92,288Median•Variedmetricsthatareimportanttoeachorganization•Differingstrategiesandpeopledrivers•MultipleperspectivesontargetsettingandadditionallayersofintendedaudiencesSaratoga7Background–LineofSight:StrategytoMetricDevelopanimbleworkforcewithreachDevelopasuccessionplanforsustainableworkforceBecomeanEmployerofChoiceandimproveemployerreputationMetricsRevenueperFTEPoorQualityHireRateHumanCapitalROIVoluntarySeparationRateCompaRatioAverageTenurePeopleDriversBusinessStrategiesIncreaseWorkerProductivityDriveWorldClassHiringPracticesAlignWorkforceToGoalsDeveloptheLeadersoftheFutureInvestinEmployeeTrainingControlExpensesEngageEmployeesPayEmployeesAppropriatelyDevelopCultureBenchStrengthTrainingCostFactorLaborCostAsaPercentofRevenuePeopleStrategiesToMeetRequirementGrowtheBusinessImproveProfitabilityGreaterMarketAgilityandResponsivenessSaratoga8Background–GMASHRMPresentation:TheRoleofHRMeasurement•Provideacommonlanguageto:–Developworkingrelationshipsw/businesspartners–Setexpectations–Communicateresults•Provideanobjectivemeansto:–Communicatefinancialimpactofinvestmentsorganization’shumancapital–QuantifyreturnoninvestmentsintheHumanResourcesfunction•Providecomparisons:–Overtime–Bestpracticesinternally–GivesanideaofwhatisandwhatmaynotbepossibleforyourorganizationSaratoga9Background–GMASHRMPresentation:TheBenefitsofEffectiveHRMeasurement•EnablesHRtoaddresswaystodeliverservicesthatarebetter,smarter,faster,cheaper•Providesdetailsexecutiveswanttoknowonwhereyoustandrelativetopeergroup•AllowsHRtogainsupportforstrategicvalue-addedservices(successionplanning,performancemanagement,leadershipdevelopmentetc.)•Helpstoalignprioritiesandresourcestodirectlysupportthecompany’sever-changingbusinessinitiatives&workforcerequirementsSaratoga10Background–GMASHRMPresentation:OptimizingHR’sRoleOptimalHROrganizationPerformanceRequiresStrategicAlignment…ConfiguringHRtodeliverhighvalueservices,practicesandprogramsthatmeetbusinessandhumancapitalneedsHRServiceDeliveryStrategyPracticesServicesProgramsHumanCapitalStrategyBusinessObjectivesPrioritizesSupportsDrivesExecutesWhereHRfocusesamajorityofitseffortSaratoga11TalentOptimizationWorkforceEngagementWorkforceAnalyticsHRServiceDeliveryEffectivenessHRCustomerSatisfactionProcessEfficiency&CostEffectivenessSurveyMetricsHRProgramEffectivenessProgramSatisfactionTotalProgramCostsBylinkingopinionstooutcomeswecanidentifytheleadingindicatorstofutureoutcomesBackground–GMASHRMPresentation:DecisionGuidanceModelSaratoga12WorkforceWorkforceEngagementSurveyWorkforceAnalyticsMetricsTurnoverdriversinourorganizationare•Supervisor•Opportunity•CompensationVoluntaryturnoverinourorganizationis22%Andcostsus$17MBackground–GMASHRMPresentation:DecisionGuidanceModelSaratoga13WorkforceProcessEfficiency&CostEffectivenessWorkforceAnalyticsWorkersshow•LowRevenue/Employee•HighTurnoverRateTraininginvestmentperemployeeIs25percentileorlowerHRDeliveryMetricsBackground–GMASHRMPresentation:DecisionGuidanceModelpwcReadinessAssessmentSaratogaSaratoga15MadisonHCA–MeasurementOverviewManagingandCommunicatingR