Beyond HR Metrics & Analytics: Evidence-Based Knowledge for Sound Decisions in Tough Times
January 28-30, 2009
HR measurement must become a catalyst for strategic change.
The term HR metrics conjures up images of dashboards with numbers, formulas, bar charts, and pie charts that show accounting-like formulas and metrics. There was a time when we thought the right numbers or more formulas would improve HR's credibility and contribution. However, reality has shown us that data and more data confuse and bewilder. Recent trends of using evidence-based decision processes and linkage research help focus us on the right data to support strategic impact.
Do you have the measures to understand and communicate the connections between HR investments, their effects on the workforce and organization, and the impact on sustainable strategic success? Does your HR measurement system motivate the conversations that drive strategic change?
Focusing on vital decisions is what transforms HR measurement from a reporting exercise to a catalyst for strategic organization effectiveness. This is even more vital when the value of every dollar spent on managing people is scrutinized. Rather than wait to be challenged, learn to start strategic conversations with the right data. Help your leadership team enhance the strategic contribution of HR measurement and analysis. This program not only shows participants how to develop their HR measurement technology, but how to go further, providing an integrated framework to combine measures with strategic logic, change processes, and savvy analysis.
The seminar's proven approaches to increasing the impact of HR measurement have been successfully applied in leading companies around the world, including Corning, PepsiCo, PricewaterhouseCoopers, Royal Bank of Canada, and Williams-Sonoma.
"The one event I've seen where we get everything: great workforce analytics ideas, hard-core research, philosophical bases for the arguments, frameworks to jump start your own program, real-world examples from other organizations, direct access to phenomenal talent and experience, and a few industry-defining names for good measure. Extremely well done materials, presentations, content, and both 'classroom' and informal discussions. I'm still pulling additional arguments, practices, and advice from the material 18 months later that is often directly relevant to the challenges we face with Workforce Intelligence." - Jeff Buchmiller, EDS, an HP Company
"The seminar has had a lasting impact on how we view people information, including bringing together data from across the organization to tackle specific business problems." - Drew Kent, Divisional Vice President
"The seminar was very different from other sessions, research or reading that I had done in the past. Not the cookie cutter approach to analytics. It taught us how to really understand the measures that are critical to our business and meaningful to the strategic direction of the organization, providing much more actionable and relevant data upon which to make decisions. Our valuable work with CEO has enabled us to make more informed decisions regarding investment of critical resources, and changed the way we think about HR metrics and analytics." -Anne Fithern, Vice President - Compensation, Royal Bank of Canada
This seminar will teach you the skills needed to
- Map your HR measures against the human capital decision framework based on 15 years of research and recently featured in books such as "Beyond HR," "Investing in People" and "Achieving Strategic Excellence"
- Identify opportunities where your team can start measurement campaigns to drive change and growth
- Diagnose financial and operational measures to discover where human capital can have the greatest impact
- Learn practical analytic methods that bring rigor and relevance to your data
- Learn specific techniques that make HR metrics compel managers to take action
- Learn how to have "dialogues" with your data how those skills can create energy throughout your organization
- Learn how to move beyond static employee surveys, and make employee sensing an integral element of strategy and decisions.
Participants will be encouraged to bring information to the program about the state of metrics & analytics challenges in their organization. The information will be discussed and worked on throughout the seminar.
The workshop will be highly interactive and designed for participant learning. CEO research scientists will present evidence-based frameworks with practical implications for HR measurement and analysis, and leading companies will present their best practices that illustrate the use of these principles and tools. Participants will apply the tools to their own issues in interactive sessions.
Who Should Attend
HR leaders who are developing or enhancing human resource measurement and data systems, including scorecards, dashboards, HRIS and HR data analysis tools. This seminar is also appropriate for leaders inside and outside the HR function who oversee HR research and analysis, and those who anticipate implementing or developing HR measurement systems in the future.
The workshop draws on the internationally recognized faculty at USC's Center for Effective Organizations and highly renowned practitioners.
CEO research director John Boudreau is recognized worldwide for breakthrough research on the bridge between superior human capital, talent, and sustainable competitive advantage. His recent books, "Beyond HR," "Investing in People" and "Achieving Strategic Excellence" describe the new decision science for human capital measurement and decisions.
CEO research scientist Alec Levenson focuses on the economics of human resources and organization design, as well as HR and human capital metrics, analytics, and return on investment; and strategy. He works with companies to improve the quality of human capital analytics and increase the efficacy of HR programs and practices.
Theresa Welbourne, CEO research professor and President and CEO of eePulse, Inc., runs several large research projects focused on developing interventions to improve organizational performance through people. Her work includes breakthrough thinking about employee engagement, based on data from large-scale, multi-firm, longitudinal studies on the predictors of firm growth and the role of employee energy in driving change.
George Benson, CEO affiliated researcher and Associate Professor at the University of Texas at Arlington, has published numerous articles on talent management, employee development, and retention. He will present a case study on PricewaterhouseCoopers.
Tracy Faber is Vice President, HR, PepsiCo Customer Teams (who support all 5 North America PepsiCo divisions - Frito-Lay, Quaker, Tropicana, Gatorade and Pepsi-Cola North America) and will present a case study on Frito-Lay.
Beth Ganem, Executive VP of HR, will present the results of a radical experiment with employee surveys, using an in-depth, high frequency, interactive pulse survey process. Beth will share lessons learned and implications for the future.
Maricar Obieta, Director, Organisation and Executive Development will share the employee survey and metrics strategy for Telefonica O2 (TO2), as it moved from its birth through a demerger with British Telecom to a growth-oriented, mobile phone company, to an acquisition by Telefonica, which is a Spanish-based, global organization. Going beyond traditional surveys, the focus of TO2 has been to involve all employees (not just managers) in an aggressive action-taking strategy that has 30,000 employees responsible for individual action taking in response to their annual Reflect employee opinion survey. The case will illustrate the evolution of the measurement map in a global organization facing many constraints and opportunities.
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Center for Effective Organizations
- University of Southern California
- 3415 S. Figueroa Street
- Davidson Conference Center 200
- Los Angeles, CA 90089–0871
- usc marshall school of business