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Sometimes HR wants to start at the end — the fun and strategic stuff. But to get credible workforce data that drives decisions and impacts business results, the data infrastructure must be in place first. Perhaps boring to some, but data definitions, data warehousing, establishing a system of record, reporting applications, data security, etc. Are current HR systems adequate, or can you get there with add-ons at the edge or in the cloud?

If you go for separate point solutions for each issue, will you be able to pull in all the data from the various vendors? Where will you connect to the enterprise business performance and financial systems? How many interfaces are manageable, and who will manage them? Which analytical capabilities should you build in-house, and should some be outsourced? A word to vendors — R analytic sales opportunities may be disguised, but they are there.

The time is right for you to drive your shiny offerings down prospect road. Categories: HR analytics , hr outsourcing , hr outsourcing research , hro , HRO providers , hro research , nelsonhall Tags: HR analytics , hr outsourcing , hr outsourcing research , HR service providers , hro , hro analytics , hro research , nelsonhall , time reporting systems , workforce data , workforce management , workforce planning Comments: Be the first to comment.

Dashboard findings are typically gathered by the provider and reported on a monthly basis to senior executives, HR leaders, operational managers and their teams, and key stakeholders within the client organization to enable a quick, at-a-glance view of provider performance against the agreed upon SLAs. An example of a Tier 1 SLA is for a call center to answer 80 percent of calls within 30 seconds, and a Tier 2 is for 95 percent of cases closed within two business days.

These dashboards depict the status of each service level with a stop light-style indicator. Green confirms the service level has been met or exceeded. Yellow warns the service level is in danger of being unmet unless corrective action is taken. And Red means the service level was missed and immediate corrective action must be taken to resolve the problem, root cause analysis conducted and process improvements put in place to prevent it from happening again.

A Red may also mean providers face financial penalties. The most important things the client and provider are concerned with are immediately resolving the service level failure and preventing a miss from happening again. Most buyers and providers understand the focus needs to be on a spirit of partnership to work through problems and prevent them from recurring, rather than creating a contentious relationship.

Dashboards are also commonly used in monitoring the progress of major HRO projects tracking key activities, timelines and budgets. The project managers may need huge and inticrate charts and spreadsheets, but a one page summary with clear indicators is more useful in executive and governance meetings.

Stay tuned for future dashboard-related blogs. Organizations must have data-based insights into their HR cost structures, how to optimize their diminished workforces, their cost per hire, employee cost as a percentage of sales, labor costs by department across various locations and myriad other considerations. But whether leveraged by in-house staff or an HRO provider on behalf of its clients, most HR analytics today are focused on operational reporting such as basic, aggregated headcount data, and tactical metrics including quality of hires and sourcing effectiveness.

HRO providers can step up their competitive game by addressing the main drivers of HRO analytics — justifying the outsourcing business case, providing HR ROI and becoming an integral partner in not just process performance but in business intelligence. However, it seems the struggles providers are experiencing with developing a business model that works has impacted the value-added services originally promised in these contracts. NelsonHall expects the next wave of multi-process HRO contracts, which are more focused on payroll plus basic transactional and HR IT services, should enable a more robust platform for developing higher level analytics solutions.

Of course, implementing a robust, high-level HR analytics initiative requires an up-front investment by buyers and providers, in terms of both cost and time. Layoff and Shared Work Furlough Program. Rutgers Employees First Initiative. Employee Self Service. Implementation of Salary Increases for Aligned Employees. Recent News. My Wellness App Available Now. New Performance Management Process.

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