JUNE 2012MARCH 2014

Introduction

OrgVue and Concentra

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How OrgVue is applied

Typical steps and benefits

1. Data integration

– Data loading

– Checking data quality

– Data cleansing

2. Core analysis

– Org charting

– People analytics & demographics

– Standard reports & dashboards

3. Understanding causes

– Trends over time - history

– Extra data capture – web forms and surveys

– Multi-aspect modelling: objectives, activities, competencies, roles

4. Prediction and planning

– Organisation Design

– Workforce planning

– Objective Management

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Model organisation design scenarios

Scenario modelling

2013

2015

Cost change: £7.2mHeadcount change: 98 FTE

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Develop employee flight risk algorithms

Flight risk fishbone

FLIGHT RISK

EMPLOYEE POTENTIAL

TENURE IN ORGANISATION

TENURE IN ROLE

TEAM ATTRITION LEVELS

EMPLOYEE PERFORMANCE

MANAGER FLIGHT RISK

ASSESSMENT

BRADFORD FACTOR

EMPLOYEE ENGAGEMENT

Source Data Calculated Property

Source Data Source Data

Calculated Property

Calculated Property

Calculated Property

Source Data

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…and compare flight risk vs performance as an input into succession planningMeasuring Flight Risk vs. Performance – Or Any Other Properties

The key question is how ‘Critical’ Roles are defined (i.e. technical vs. leadership vs. other)

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OrgVue can hold budget FTE, forecast FTE and actual FTE for each roleBudget vs. Forecast

By role, what is the actual vs budget vs forecast vs to be

recruited

See within Org Structure with a chart for each role…coloured by

the largest gaps

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Headcount change month on month can be tracked vs. plan

Waterfall over time

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If recruitment is needed, the pipeline can be tracked per role

Pipeline snapshots

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And interview results can be captured and visualised in OrgVue

Workflow reporting and tracking

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Objective management breaks down objectives, links them to people and aggregates progress

Cascade through organisation: Edit using web form: Track BRAG/time:

Sign-off: Track along 4 dimensions:Link to people/roles:

Implementing OrgVue

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HR Analytics is a journey, with hundreds of pertinent questions to ask and answer along the wayThe HR Analytics journey and questions

LAY THE FOUNDATIONS MAKE DATA-DRIVEN DECISIONS

MONITOR THE BUSINESS PLAN THE FUTURE MANAGE OUTCOMES

BUSINESS CASE

RESOURCING

ORG. IMPROVE-MENT

TALENT MANAGEMENT

DIMENSIONS OF ANALYSIS

• Function cost• Function cost vs.

revenue• Direct vs. indirect cost

• Function ‘x’ cost vs. Function ‘y’ cost

• Function ‘x’ cost vs. total Function cost

• Total process cost• Process cost vs. revenue• Process ‘x’ cost vs.

process ‘y’ cost

• Age profile• Gender split (%)• Length of employment

profile• Time to retire profile

• % employed less than ‘n’-years

• % split of dimension for period ‘n’

• % minorities• Attrition in time period ‘n’• External hires vs. internal

moves• Performance profile

• % new recruits who achieve ‘x’ or better

• Promotions within time period ‘n’

• Recruitment cost as % of year 1 salary

• Number of employees• Number of FTEs

• Avg. span of control• Management vs. non-

management• Client-facing vs. support

FTEs

• % vacancies• % employees on sick

leave• Number of vacancies

• % of cost from new activities

• % activities from process within role

• Reporting line changes

• Overall engagement score

• Engagement score by question

• Absenteeism• Holidays

• Days training• % time allocated to

strategic activities• % cost from strategic

activities

• Competency gaps (count, hours)

• % new recruits with ‘x’ competency

• % competency gap by process

• TIG vs. competencies required for promotion

• Age• Gender• Geography• Business unit

• Employment type• Grade• Market segment• Race

• Central vs. De-central• Core vs. non-core• Strategic, Tactical,

Administrative

• Language• Nationality

• Employee interests and hobbies

• Specialties

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Implementation timelines are typically 3-6 weeks, depending on scope and data availabilityExample timeline

2013

Week 0 Week 2 Week 4 Week 6

HR Analytics implementation into the business

• Establishing and training champions going forward

• Confirming dashboard set up

• Identifying priority items for analytical projects over 12 months

KEY

AC

TIVI

TIES

Leveraging OrgVue

• Client entry into community of users

• Access to benchmark sets of standard processes, data and decisions

Map existing data sets

• MI, Payroll, Other HR datasets

• Performance datasets

• Agree owners & governance

Trial loading & initial analytics

• Work with HR MI teams to identify current analytics and aspirations; prioritise new reports by benefit ratio

02 DEC 2013 31 JAN 2014

Dataset integration

• Establish & test regular dataload cycle

• Auditability and change reporting

On-going training and coaching for HR & business analytics teams; define skills and training for HRBPs; offer Org Design training

Project kick-off First iteration of outputs

12 DEC 2013

Second iteration of outputs

17 JAN 2014

Completion of dataload,

dashboards and final outputs

Steering Committee

Steering Committee

Key outputs• Integrated data system• Dashboards delivering value to HR• Prioritised analytical projects for 12+ months

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The first step is to map the data sources, owners and governance for feeding data into OrgVueData source table

Current system

Data content Owner Governance Can be tracked in OrgVue?

Proposed frequency

SAP Key HR data Insert name OrgVue updates listed & fed back to core system

Yes Daily

SAP Financial data Insert name One way – no changes in OrgVue

Yes Monthly

ADP, others, multiple payroll providers

Payroll data Insert name OrgVue updates listed & fed back to core system

Yes Monthly

Talent Link Recruitment information Insert name One way – no changes in OrgVue

Yes Monthly

Future LMS Learning & training course data

Insert name Tbc Yes Tbc

Future Talent Management System

Hi-Po information Insert name Data created in meetings using OrgVue

Yes Tbc

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The system requirements for OrgVue are simple

System requirements

• Data in csv format for copy and paste

• API access for automated data upload

• Broadband internet access

• Email access for initial setup & password refresh

• Any internet browser running the most recent version of Flash Player (currently 11.0 or greater)

DATA SOURCE REQUIREMENTS USER DESKTOP REQUIREMENTS

Case studies

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Global Services Co delivers 20% headquarter cost reduction

Modelling existing & scenario planning to-be HQ organisation

Situation and complication

• A global services company sought to rationalise its central functions, to deliver better services at costs at least 20% lower.

• The project team needed to model change in organisational structures, to visual the new organisation diagrams and to map costs into roles.

• Traditional solutions were too slow for the fast-moving project

Solution

• Existing spreadsheets converted to new organisation diagrams in a day

• Financial and resource impact of each scenario was modelled, allowing fact-based decisions on new structures

• Client analysts modelled changes live in OrgVue O.D. workshops

Benefits

• Decisions on change made in 2 weeks, where the project had previously been stuck for 2 months “in Excel hell”

• Spans of control corrected; 500 FTE saved from 2500 FTE starting point

• Decisions communicated to teams meeting consultation deadlines

From this

To this

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Council HR Director improves data quality and gets immediate insights across up to 16,000 peopleData quality improvement and HR insights

Situation and complication

• A council had fragmented people information and slow update processes

• Operational managers had low confidence in data accuracy, speed to update and therefore did not seek strategic advice from HR

• It was hard for the HR team to give insightful answers on demographics, absence, pay, performance and customer impact.

Solution

• OrgVue was auto-fed every day with data from a new HRIS

• The HR establishment teams took sections of the data, reviewed with the business and updated with good change control

• The HR team used OrgVue to run business questions and get insights

Benefits

• “Questions that used to take 3.5 days to answer can now be answered in 10 minutes. I can answer questions I didn't even realise I had. It's like seeing my organisation in 3D rather than 2D” - Helen Grantham, Service Director for People and Customers

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International logistics company achieves consolidated HR data across 18 countriesProviding “global visibility of all our people”

Situation and complication

• A global leader in parts distribution had operations in 18 countries – and no way of integrating its HR data

• Installing a global solution to replace local HRIS would cost $$millions

• The business could not answer regulatory questions even on basics like headcount, cost, gender and employment status

Solution

• OrgVue integrated data from >47 datasets around the world

• Local operations retained their local systems, but OrgVue provided central consolidation, change tracking, cleansing and correction

Benefits

• HR took on a new role, contributing to strategic discussions and scenario planning with reliable people data

• “For us the real power is that at last we have global visibility of all our people around the world”

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HR team gains tools and skills to carry out process re-engineering

Process cost modelled by linking People to Activities

Situation and complication

• An HR team wanted to re-engineer its own processes, simplifying and in some cases automating its more transactional work

• No-one had ever evaluated working time, volumes and costs of HR processes

Solution

• The HR team leveraged existing OrgVue data on headcount and costs

• The HR team linked role costs to activities

• Exact costs of the As-Is and To-Be processes showed a XX% cost reduction

Benefits

• “We can identify which processes are worth re-engineering, and where automation does – and doesn’t – make sense”

• HR’s new capabilities mean it can now offer re-engineering insights to other functions: a business-focus that it had previously not been able to offer

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Strategy Director drives price and process improvement from a full Cost-to-Serve modelFull Cost-to-Serve model using OrgVue linking

Situation and complication

• A strategy director wanting to drive multiple initiatives

• Poor quality data inhibited analysis and action

• No alignment of local process maps to global standards

Solution

• All headcount data loaded & verified from the Payroll system

• Roles linked to As-Is Activities, then Activities to Customers

• Consolidated view of activity costs, customer costs and customer profitability

Benefits

• Pricing now uses true costs; identifying uneconomic customers & services

• Cost insights now motivate businesses to drive process re-engineering. e.g. >£2m of ‘hidden’ cost from just one process now exposed

• Value adding services can be promoted; insights can be sustained

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Healthcare CEO achieves clarity on objectives and progress from top to bottom in under 3 monthsObjectives Management implementation & training

Situation and complication

• The CEO wanted clarity on objectives, accountability and progress vs. plan – with a pilot solution within 2 months

• The 4000-person healthcare trust had never mapped accountability in detail

Solution

• All objectives cascaded from top to bottom using OrgVue

• Objectives weighted by importance and given individual performance bands

• Actuals tracked monthly and progress vs. plan rolled up to the top

• Executives, trainers, managers and HRBPs trained in system & skills

Benefits

• Clarity on initial accountabilities

• Weighting made sure objectives were kept in balance

• Divergences from plan began to be identified early enough for intervention

Set objectives:

Track BRAG over time:

Sign-off:

Cascade:

About Concentra

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Concentra: a firm that provides technology to deliver consulting value

Concentra is an award winning operations consulting, analytics and technology firm. We are at the forefront of a new and growing business model in delivering operational efficiencies. We call it ‘productising consulting’ – which means putting technology in clients’ hands to drive lasting performance improvements

Productising consulting

Source:

Concentra company history• The company is an offshoot from A.T. Kearney Management Consulting. Formed in

2008, we are backed by venture capital investment

• Our solutions are designed to capture long term operational gains and leave newly acquired capabilities within the client’s organisation

• Winner of numerous awards for innovation and recently won the award for most innovative company in the Sunday Times ‘Tech Track 100’ (December 2011)

Our unique combination of capabilities

INNOVATIVE TECHNOLOGY

We use a range of technologies to build out the right solutions for our clients

DATA ANALYTICS

We help our clients achieve better results by the way we aggregate, interrogate and analyse data

OPERATIONS MANAGEMENT

We focus on performance improvement and delivering business change

10 AWARDS FOR EXCELLENCE AND

INNOVATION

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Concentra carries out cutting edge analytics work

Summary of 5 analytics case studies

Sector Topic Analytical challenge

Results

1 Healthcare Patient pathways

>3 million patients Tool for identifying and driving better pathways

2 Supply chain

Inventory reduction

$450 million spend Stock reduction of $150m

3 Global services

HQ org redesign

2,500 employees 20% cost reduction planned in <4 weeks

4 Logistics Post-merger integration

Optimise number of depots

$15m in forecast savings

5 Building products

Price analytics Analysis of 100 demand drivers globally

$35m in revenue uplift from pricing revisions

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Revolutionise the way you see, plan and manage your organisation

For more information contact us at: info@orgvue.com