|$850.00 (including GST)|
In recent years, HR analytics has gained significant buy-ins from senior executives. However, many organizations find it challenging to get HR analytics on the right track due to a combination of technical, cultural and capabilities factors. One of the key factor is the lack of analytics expertise among the HR team. While organizations may utilize external contractors to jump start its analytics journey or work in specific analytics projects, the potential of HR analytics can only be sustained if the organization is able to build such capabilities internally.
The programme is part of the Corporate Practice Series, designed specifically for HR professionals and managers who are in their early stage of HR analytics journey. The programme focuses on building foundational understanding about the concepts of HR analytics, the key components and building blocks of HR analytics, and the applications of HR analytics to inform, explain and guide decision making.
At the end of this workshop, you will:
What is HR Analytics?
This session provides a general introduction of the concept of analytics, including the general utilities of analytics; why is analytics important; the potential of analytics to empower HR professionals to inform, explain and guide decision making.
(1) Putting the outcomes of analytics in the hands of decision makers (7 Eleven Japan)
(2) Talent identification and Recruitment of a Major League Baseball team (Oakland Athletics)
HR Analytics Value Chain, Roadmap & Maturity
What does it take to progress along the maturity curve? This segment provides an understanding of the end-to-end HR analytics value chain and the roadmap to build HR analytics capabilities and function within an organization. The segment will also focus on the key components to sustainable HR analytics, including: (a) Data as the key ingredients for analytics, (b) Tools and technology for HR Analytics, (c) The people, cultural and leadership elements of HR analytics
(1) Building a HR Analytics Center of Excellence (A multinational medical and healthcare company)
Group Exercise and Discussion:
(1) HR Analytics Maturity Model
HR Analytics in the context of HR Lifecycle
This segment provides an overview of the end-to-end HR lifecycle and the inter-connectedness among the different HR functions. It also aims to provide an understanding of the external operating environment and its impact to HR strategy and practices. The HR Lifecycle provides a comprehensive and structured approach to HR Analytics in all types of organizations.
(1) Connecting the HR functions along the HR lifecycle to diagnose and formulate HR Strategy (A multinational consumer goods company)
HR Analytics to Inform, Explain and Guide Decision Making
This segment demonstrates the utility and application of HR analytics to inform, explain and guide key decision making through a number of case studies.
(1) Data visualizations with a variety of visualization platforms
(1) Analysis of external talent supply to inform and recognize the talent acquisition challenges in a geographical expansion plan in China (A healthcare devices company in China)
(2) A multi-factor analysis to understand key drivers for high employee turnover (A packaging plant in East China region)
(3) A location-based human capital analysis to guide the selection of manufacturing plant location (A multinational manufacturer looking to increase its manufacturing capacity)
Business Case (Group Exercise)
Participants to work on the business case solution in groups. The participants are required to study the context of the business case and identify the issues or problems faced by the organization. Each group will take turn to present their analysis and findings. The exercise will be facilitated.
Awie H Foong, PhD
Awie is the co-founder and principal for FYT Consulting. He has more than 13 years of analytics and consulting experience with top management consulting firms and MNCs where he consults and advises in areas of strategic planning, people risk management and board governance for both government and business organizations. He is a regular speaker at HRM and analytics events, and an associate of the Civil Service College where he developed and taught data analytics, decision making and HR analytics courses.
In his previous role, Awie led the formation and establishment of the HR Strategy and People Analytics Centre of Excellence (COE) for Abbott Laboratories, a healthcare company with more than 60,000 employees in 100 countries. In this global role, he built the foundational features of people analytics including a global management report system of standardized HR metrics and led the human capital research team in conducting analysis and research on internal and external workforce issues.
Prior to Abbott, Awie was an associate director with Aon Hewitt Consulting’s talent and rewards practice. Some of his other significant experience includes heading the development of the People Risk Consulting Practice for AonHewitt. The People Risk Practice serves senior executives and public policy makers in critical policy issues including labor economics, education and workforce development, employment regulation and overall competitiveness of more than 120 major cities around the world.
Awie obtained his PhD in Organization Behavior and Knowledge Management from the National University of Singapore. He also holds a First Class Honors degree in Mechanical Engineering; and is recognized as a subject-matter-expert in the field of labor and socio-economics.
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