Transcript Using HR Metrics to Support Strategic Planning and Employee
Using HR Metrics to Support Strategic Planning/Employee Development
John Supra & Nathan Strong October 2012
A Strategic Asset for Transformation
Beyond Transactions
• • • • • Connection of Strategy with Talent Source for Recruitment Home for Workforce Investment – Training programs – Retention and reward programs Leads Organizational Structure Supports the Culture
Organizational Structure
• • • • • Alignment with Strategy Away from Hierarchy Driven – Projects and teams Valuing Management AND Expertise Responsibility beyond Number of Reports Public Sector Challenges
Balancing How We Value
People Knowledge Expertise Assets Projects
Individual Leader Growth
Program Areas (Business/Ops) 6 Finance Technology
SC DHHS Workforce
Number of Employees vs. Years of Service (Avg 8.1 years) 180 160 140 120 100 80 60 40 20 0 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 33 Number at 10 years of service is related to agency transfer.
Balanced Scorecard
Adapted from Kaplan & Norton, “Using the Balanced Scorecard as a Strategic Management System,” HBR (Jan-Feb 1996).
Connecting to Business Goals
• • Balanced Scorecard in Public Sector Tying Performance to Balanced Scorecard – Key initiatives in each area – Developing strategy and planning that connects with Balanced Scorecard – Connecting each employee’s metrics with the Balanced Scorecard
SC DHHS Initiatives
• • • • • • • Performance & Accountability Driven Reduce Silos – Management Levels Align with Goals not Funding Workforce Skills & Expertise Elevation Lean Six Sigma – Process Improvements Bonus Incentive Linked to Performance Flexibility in Compensation Structure
Metric Driven Planning & Performance Management
SC DHHS Draft Metrics
Attract, Train, and Retain High Performers
• Strengthen Recruitment & Hiring • Average length of service • • Voluntary separation rate Turnover by area/class • • Performance Ratings (# high vs. average) Average Training Investment per Employee • • Average Training Investment per Supervisor New Employee Training (# and investment) • Percent of Staff Training (CPM, Six Sigma, etc…)
Provide Consulting Services for Risk Avoidance
• Number of Complaints Addressed • Number of Grievances/Settlements/EEOC • • Number of Disciplinary Actions EAP Utilization • Maintain Appropriate Level of Labor Costs
Improve Employee Accountability and Engagement and Ensure Appropriate Rewards
• • • • • 100% Meaningful Performance Reviews Balanced Bonus Program (performance/project) # and Investment of Bonus Awards Investment in Employee Events Wellness Events
Enhance Human Resources Operations
• Customer Service – Manager Surveys • Index of Worker’s Compensation Costs • Process Efficiency and Effectiveness – Transaction Cycle Times • • HR Help Desk Turn-Around Times Benefits Services (# and timeliness)
USC Strategic Plan
Focus Carolina is the University of South Carolina’s Strategic Plan guides us in our decision making for USC’s future.
• • • • • • • We commit to seven focus areas: Educational Quality Leadership Innovation Diversity Access Global Competitiveness Community Engagement
Academic Dashboard
Unveiled in January 2012 Selection of metrics – Relatively small number – Broad impact – Students and faculty Selection of comparison groups – Peer and peer‐aspirant – Similar mission and size – Competitors
USC’s Success Critical Areas
• • • • Cost Effectiveness of Business Practices Sustainable and Productive Workforce Improving the Work Environment Enhancing Operational Effectiveness
Cost Effectiveness
Result Area Cost Effective Business Practices that Enhance Competitiveness in Higher Ed Marketplace
Success Drivers Competitive Pay for Faculty and Staff Key Metrics Competitiveness of faculty salaries vs. identified job markets Mitigation of Employment Related Risk and Exposure Index of WC costs; settlement costs; employee claim costs; impact of EAP Maintain Appropriate Level of Labor Costs Avg. Comp. and Benefits per FTE; % of total budget devoted to employee comp and benefits
Workforce
Result Area
Success Drivers Key Metrics
Creating a Sustainable and Productive Workforce
Successful Hiring Practices Investment in Employee Development Retention of Talent % of new hires who become high performers in 2 yrs.; Total separations from USC w/in 1 yr./Total hires for same year % of staff participating in professional development; improvement in Needs Assessment results index
Work Environment
Result Area
Success Drivers Key Metrics
Improving the Work Environment for USC Employees
Employee Engagement Effective Supervision and Recognition of Employees Number of Employees receiving recognition/all employees Employee Engagement survey results by work unit % of supervisors trained in core programs
HR Operational Effectiveness
Result Area Enhancing the Operational Effectiveness of the HR Function
Success Drivers Customer Service Process Efficiency and Effectiveness Customer Service survey results by program area Index of performance measures by Program Area Key Metrics Partner feedback on process changes # of processes reviewed and documented
The Value of HR Metrics
• • • Reveals progress toward critical organizational goals Keeps HR focused on matters important to the University Ensures that issues that affect the workforce are considered in planning efforts