12 STRATEGY ANALYTICSYOU MUST KNOW TO LEAD LIKE

STEVE JOBS

WHY ARE ANALYTICS SO IMPORTANT IN THE

21ST CENTURY?

HOW CAN I USE ANALYTICS TO MANAGE LIKE GREAT LEADERS?

ANALYTICS ARE IMPORTANT BECAUSE…

“YOU CAN’T MANAGE WHAT YOU DON’T MEASURE.”

…WITH THIS BACKGROUND, LET’S TAKE A DEEP DIVE

WHAT IS YOUR ORGANIZATION’S

BUSINESS STRATEGY?

HOW DOES YOUR ORGANIZATION CREATE VALUE

THROUGH PEOPLE, PROCESS AND TECHNOLOGY?

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IPYOUR FINANCIAL

OBJECTIVES

YOUR CUSTOME

OBJECTIVES

YOUR INTERNAL BUSINESS PROCESS

OBJECTIVES

YOUR PEOPLE(LEARNING &

DEVELOPMENT)

VISION & STRATEGY

YOUR FINANCIAL

OBJECTIVES

YOUR CUSTOME

OBJECTIVES

YOUR INTERNAL BUSINESS PROCESS

OBJECTIVES

YOUR PEOPLE(LEARNING &

DEVELOPMENT)

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…NOW YOU KNOW THE STRATEGY… LET’S LINK YOUR DESIRED OUTCOME TO THE INPUTS

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…WE WANT TO INCREASE OUR SALES/PROFIT BY 30% IN THE NEXT FEW YEARS

YOUR FINANCIAL

OBJECTIVES

YOUR CUSTOME

OBJECTIVES

YOUR INTERNAL BUSINESS PROCESS

OBJECTIVES

YOUR PEOPLE(LEARNING &

DEVELOPMENT)

WHAT MUST BE TRUE HERE TO MEET YOUR OBJECTIVES?

CUSTOMER SATISFACTION? LOYALTY? PRODUCT QUALITY?

WHAT MUST BE TRUE HERE TO MEET YOUR OBJECTIVE?

OPERATION EXCELLENCE? COST REDUCTION?

WHAT MUST BE TRUE HERE TO MEET YOUR OBJECTIVES?

EMPLOYEE EXPERIENCE? ENGAGEMENT ? GREAT CEO?

…LET’S ASSUME YOUR STRATEGY IS TO INCREASE YOUR PROFIT BY 30% IN THE NEXT 3 YEARS

HOW CAN WE DIFFERENTIATE

TO REMAIN COMPETITIVE?

HOW TO ALIGN OUR

WORKFORCE TO OUR

STRATEGY ?

“YOU CAN’T MANAGE WHAT YOU DON’T MEASURE.”

AGAIN…

HR EXPENSE FACTOR HUMAN CAPITAL ROI

REVENUE FACTOR

HEALTH-CARE PER EMPLOYEE

TRAINING FACTOR

REVENUE FROM NEW PRODUCTS (INNOVATION METRIC)

TURNOVER COST

TURNOVER RATE

TIME TO FILL POSITIONS

ABSENCE RATE

HUMAN-CAPITAL VALUE ADDED

ROI ON WORKFORCE EXPENDITURE

THIS LIST IS NOT EXHAUSTIVE BUT THE MOST USED FOR REAL IMPACT AT THE LEADING ORGANIZATIONS

USE THESE STRATEGIC HR ANALYTICS TO GAUGE THE HEALTH OF YOUR ORGANIZATION

WHY ARE THESE ANALYTICS IMPORTANT?

BECAUSE THEY WILL HELP YOU SPEAK IN THE LANGUAGE OF YOUR CEO

…about

YOUR ORGANIZATION’S EFFECTIVENESS AND EFFICIENCY IN LIGHT OF STRATEGIC HR MANAGEMENT

WHAT ARE THE EFFICIENCY METRICS CEOS CARE ABOUT

TIME TO FILL HR EXPENSE FACTOR COST PER HIRE

HUMAN-CAPITAL VALUE ADDED

HUMAN CAPITAL ROI

HEALTH-CARE COST

PER EMPLOYEE

WHAT ARE THE EFFECTIVENESS METRICS CEOS CARE ABOUT

ABSENCE RATE

TRAINING FACTOR

REVENUE FACTOR

DEFECT RATE TURNOVER RATE

REVENUE FROM NEW PRODUCTS

(INNOVATION METRIC)

?

?

INNOVATIONDISTINGUISHES LEADERS FROM FOLLOWERS

STEVE JOBS

…FOR EXAMPLE THE REVENUE FROM NEW PRODUCTS (INNOVATION) ANALYTIC

THIS ANALYTIC WILL ALLOW YOU TO GAUGE HOW INNOVATIVE IS YOUR ORGANIZATION.

THIS WILL DEPEND OBVIOUSLY ON YOUR INDUSTRY.

EMPLOYEE ENGAGEMENT METRIC SUCH AS ABSENTEEISM FOR EXAMPLE

OR INNOVATION METRIC SUCH AS REVENUE FROM NEW PRODUCTS

OR HUMAN CAPITAL ROI METRIC

…USE SOME RELEVANT METRICS DEPENDING ON YOUR STRATEGIC OBJECTIVES

THEN REVIEW THE FINDINGS FROM

YOUR ANALYTICS

WHAT IS WORKING IN YOUR DESIRED OBJECTIVES

WHAT IS NOT WORKING IN YOUR DESIRED OBJECTIVES

…THEN

…CHANGE OR IMPROVE THE TOOLS IN YOUR TOOLBOX FOR REAL ALIGNMENT

SOURCING &

RECRUITING

ORIENTATION&

ONBOARDING

TRAINING &DEVELOPMENT

COMPENSATION&BENEFITS

EMPLOYEE ENGAGEMENT

CAREER GROWTH

OPPORTUNITY

SUCCESSION PLANNING

DIVERSITY &INCLUSION

EMPLOYMENT BRANDING

COACHING &MENTORSHIP

LEADERSHIP COMMITMENT

WORK LIFE/BALANCE

ARE YOUR TOOLS ALIGNED WITH YOUR DESIRED OUTCOMES?

TOP NOTCH INTERNAL PROCESS: PRODUCT

QUATITY OPERATION BRAND

CUSTOMER/CLIENT LOYALTY:

SATISFACTION REPEAT CUSTOMERS

CUSTMOER GROWTH

IN TURN WILL INFLUNCE

YOUR FINANCIAL

OBJECTIVES

IMPACTS

ARE YOUR TOOLS ALIGNED WITH YOUR DESIRED OUTCOME ?

…BY NOW, YOU KNOW THE WEAK LINKS IN YOUR SYSTEMS THAT NEED REINFORCEMENT OR CHANGE

USE THE TOOLS IN YOUR TOOLBOX TO REINFORCE OR ALIGN THEM TO

YOUR DESIRES OUTCOME.AS A RESULT, YOU WILL INFLUENCE YOUR INTERNAL PROCESS WHICH

WILL INFLUENCE YOUR CUSTOMERS THEN YOU WILL GET YOUR DESIRED

FINANCIAL OBJECTIVES OF 30% PROFIT.

INFLUENCE YOUR PROCESS

YOUR CUSTOMERS

THEN INCRESE YOUR SALES/PROFIT BY

30%

How can I use the tools in my toolbox TO INFLENCE MY INTERNAL

PROCESS?

WE HIRE PEOPLEWHO WANT TO MAKE THE BEST THINGS IN THE WORLD

STEVE JOBS

WHERE AND HOW DOES YOUR ORGANIZATION SOURCE AND RECRUIT ITS STAFF

INTERNET & SOCIAL MEDIA SOURCING…

ON CAMPUS SOURCING….

INTERNSHIP…

HOW DO YOUR INTERNAL RECRUITMENT STACK UP

YOUR ATS… YOUR ORGANIZATION’S WEBSITE… YOUR INTERVIEW METHODS… YOUR EMPLOYEE REFERRAL PROGRAM… YOUR HR TECHNOLOGY… YOUR TALENT PIPELINE/COMMUNITY… VIDEO RECRUITING…

WHAT IS YOUR SOUCE OF HIRE

??

?

THE FIRST 90 DAYS IS CRUCIAL FOR MAKING OR

BREAKING A NEW-MEMBER RELATIONSHIP.

MAKE SURE TO GET THIS RIGHT.

ORIENTATION PROVIDES BASIC INFORMATION ABOUT THE DUTIES,

BENEFITS, WORK ENVIRONMENT AND ORGANIZATION POLICIES ETC.

…PLEASE DO NOT CONFUSE ONBOARDING AND EMPLOYEES ORIENTATION

IS YOUR ORGANIZATION

LEADING THE MARKET OR INDUSTRY?

IS YOUR ORGANIZATION MATCHING OR LAGGING THE MARKET OR INDUSTRY

HOW DOES YOUR ORGANIZATION’S COMPENSATION & BENEFIT STACK UP ?

?

HOW DOES YOUR TRAINIG & DEVELOPMENT STACK UP

ARE YOUR EMPLOOYEES UP TO SPEED?

ARE THEY USING THE BEST TOOLS

FOR THE JOB?

ARE YOUR EMPLOYEES

SKILLS UP TO THE MINUTE?

?

HOW IS THE EMPLOYEE ENGAGEMENT LEVEL AT YOUR ORGANIZATION

WHAT IS THE AVERAGE

EXPERIENCE OF YOUR EMPLOYEES?

WILL THEY RECOMMEND YOUR

ORGANIZATION AS A BEST PLACE TO

WORK?

?

WHAT IS YOUR ORGANIZATION POLICIES FOR:

ON-SITE CHILD CARE SERVICES?PAID LEAVES OF ABSENCE?

COMPRESSED WORK WEEKS?

WHAT IS YOUR ORGANIZATION POLICIES FOR:

FLEXTIME SCHEDULE?FLEXPLACE (TELECOMMUTING

OPTION?)OFF-SITE CHILD-CARE?

DID YOU CONSIDER THE SAVINGS THROUGH INCREASE IN RETENTION

BY USING WORK/LIFE BALANCE?

WHAT ABOUT FITNESS PROGRAMS?WHAT ABOUT WELLNESS

PROGRAM?

DO YOU HAVE A WORK/LIFE BALANCE PROGRAM AT YOU ORGANIZATION ?

1 2 ?

HOW DOES YOUR EMPLOYMENT BRANDING STACK UP

BRAND AMBASSADOR

WHAT MAKES YOUR

ORGANIZATION AN EMPLOYER OF

CHOICE

?

WHAT MAKES YOUR

ORGANIZATION UNIQUE TO

ATTRACT THE RIGHT TALENTS

?

WHO ARE YOUR BRAND

AMBASSADORS

?

?

1 2 3

HOW DOES YOUR ORGANIZATION MANAGE DIVERSITY & INCLUSION PRACTICES ?

HOW DO YOUR COMPARATIVEMETRICS STACK UP IN YOUR INDUSTRY?YOUR PROMOTION RATE?

HOW EFFECTIVE IS YOUR CROSS-CULTURAL COMMUNICATION?DO YOU HAVE ANY EVALUATION PROCESS?

HAS YOUR DIVERSITY REACHED THE CRITICAL MASS?(20-25%)DO YOU HAVE SHARED ACCOUNTABILITY & RESPONSIBILITYSYSTEMS?

USE THE RELEVANT ANALYTICS TO GAUGE

THE HEALTH

OF YOUR SYSTEM

BY NOW, YOU GOT THE WEAK LINKS IN YOURS THAT ARE NOT PROPERLY ALIGNED TO YOUR STRATEGY

USE THE MOST APPROPRIATE TOOLS IN YOUR ARSENAL TO INFLUENCE AND REINFORCE YOUR INTERNAL PROCESS AND CUSTOMERS OBJECTIVES TO DIRECTLY ALIGN THEM TO YOUR FINANCIAL OBJECTIVES

START ALWAYS WITH THEOUTCOME/GOALS IN MIND. MAKE SURE TO GRASP YOUR

ORGANIZATION’S STRATEGY

GRASP THE NECESSARY CONDITION TO GET

THAT DSIRED RESULTS

ASCERTAIN THE CONDITION THAT MUST BE MET

TO GET THAT SECOND DEGREE OUTCOMES.

THEN CONTINUE THIS PROCESS

GOING BACKWARD TO THE THIRD DEGREE CAUSAL CHAIN

NEXT

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3 KEY TAKEAWAYS1

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LINKKEDIN/cissokomamadyhumanresourceshrTWITTER FOLLOW @ciskomamadyFACEBOOK/Cissoko.mamadyGOOGLE+SLIDESHARE

CONTACT CISSOKO MAMADY

CONGRATULATIONS!NOW YOU CAN LEAD

YOUR ORGANIZATION LIKE

STEVE JOBS

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