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© Reed Business Information Ltd© Reed Business Information Ltd

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© Reed Business Information Ltd

Laura MerryleesHost

XpertHR

Khurram ShamseeHead of the London employment team,

DAC Beachcroft

Dr. Sjoerd van den Heuvel

Researcher and lecturer, University of

Applied Sciences Utrecht

Charlotte VlaarkampCommercial Product Manager, XpertHR

#xhrdata

• The use of people data to monitor changes in workforce composition

• Using this information to pinpoint retention issues

• Practical examples of how people analytics can resolve retention problems

• The data protection implications of people analytics activities

• XpertHR’s new product concept




DAC Beachcroft





#xhrdata

• People analytics: The phenomenon

• People analytics: Applied to retention

• People analytics: Real life examples


“the systematic identification and quantification of the people drivers of business outcomes, with the purpose

of making better decisions”



6Actions

5Insights

4Analytics

3Metrics

2Data

1Opinion

© Reed Business Information LtdExamples and formula’s based on: Investing in People

Second (2nd) Edition, Cascio & Boudreau

• Employee separation, also called employee turnover, is the situation where an employee permanently leaves an organisation.



Quantity Quality Cost


On which one should you focus?

Functional versus dysfunctional


Costs are easily

100% to 250%of departing person’s salary,

depending on the employee’s skill and level of responsibility.

• Computing turnover rates

Number of turnover incidents per period──────────────────────── ×100

Average workforce size


• Step 1: Calculate separation costs

• Step 2: Calculate replacement costs

• Step 3: Calculate training costs

• Step 4: Calculate performance differences

• Step 5: Calculate lost productivity & lost business

5 step approach:

Note: Some costs may not be applicable, depending on the type of turnover (i.e. voluntary quits, for cause dismissals, involuntary layoffs). Furthermore, the type of costs may also differ per country, due to e.g.

legislation.


• Exit interview

• Administrative time

• Separation pay

• Unemployment tax

• Pension and benefit payouts

• Supplemental unemployment benefits

• Severance pay in lieu of bonus

• Accrued vacation and sick pay

• Lawsuits by aggrieved employees

Separation costsReplacement

costsTraining costs

Lost productivity & Lost business

Performance differences



costsTraining costs




• Communication of job availability

• Pre-employment administrative functions

• Entrance interviews

• Testing

• Staff meetings

• Travel/moving expenses

• Post-employment acquisition and dissemination of information

• Employment medical exams

• Rehiring of former employees


costsTraining costs





costsTraining costs





costsTraining costs



• New employee orientation literature and activities

• Formal training

• Instruction by experienced employee



costsTraining costs




• DP is difference in performance between leaver and replacement (in money)

• is summation over all leavers and their replacements

• CRl is the compa-ratio of the leaver

• CRris the compa-ratio of the replacement

• MPiis the annual rate of pay at the midpoint of the pay grade in question


costsTraining costs




CRl= 0.80

CRr

= 1.0

MPi= $50.000,-

DP = (0.80 − 1.0) × $50,000

DP = (–0.20) × $50,000

DP = –$10,000

CRl= 1.0

CRr= 0.80

MPi= $50.000,-

DP = (0.80 − 1.0) × $50,000

DP = (0.20) × $50,000

DP = $10,000

These costs are added to total

turnover costs because the leaver

was replaced by a lesser performer.

These costs (DP) are subtracted from

total turnover costs because the firm is

gaining an employee whose performance

is superior to that of the employee who

was replaced.


costsTraining costs




• Cost of additional overtime to cover the vacancy

• Cost of additional temporary help

• Wages and benefits saved due to the vacancy (so subtract these!)

• Cost of reduced productivity while the new employee learns the job

• Cost of lost productive time due to low morale of remaining employees

• Cost of lost customers, sales, and profits due to the departure

• Cost of additional (related) employee departures


costsTraining costs




“I cannot keep this position filled”

“Nice that we have low employee turnover, but

is it worth it?”

“We cannot get enough people to join as new hires”

• How can we predict which of our employees

are most likely to leave in the next year?

• Which factors cause our pivotal talents to

leave?

• Which factors cause our pivotal talents to

stay?

• How do the drivers of employee retention

vary across different segments of our

workforce?© Reed Business Information Ltd

• Conduct of data analytics involves processing of personal data of employees, former employees and job applicants, etc

• Need to comply with principles of the Data Protection Act 1998 and (from May 2018) the General Data Protection Regulation


• Ordinary personal data

Consent?

Legitimate interests?

• Sensitive personal data

Express consent?

Compliance with obligations or rights in connection with employment?

Equal opportunities monitoring?


• Limit data to that which is truly needed for analytics in question

• Anonymisation or pseudonymisation?

• Can sensitive personal data be avoided?

• (Consider documenting approach in privacy impact assessment)


• Detailed requirements under GDPR to inform data subjects in writing of: Justification for processing their personal data

(including specific legitimate interests)

Retention period

Third-party recipients

Their rights - including access, objection, erasure and ability to complain to a regulator

• Incorporate into data protection policies and keep up to date


• Data should be handled securely, with access limited on a “need to know” basis

• A written agreement is required with any third party recipients of data (note “processor” obligations under GDPR)

• Transfer of data should follow established internal protocol and security procedure

• Transfers out of the EEA must comply with specific requirements (eg EU model clauses)


Key questions answered:

• “Is there an overall problem with retention in your organisation?”

• “Where are the turnover hotspots in your organisation?”

• “What are the key drivers of employee turnover and retention?”


[email protected]

Your account manager

http://www.xperthr.com/people-analytics/

@people_analytix


http://www.xperthr.com/people-analytics/


Laura MerryleesHost

XpertHR


DAC Beachcroft





#xhrdata

• Good practice manual: People analytics -bit.ly/xperthr-people-analytics

• Good practice manual: Retaining staff -bit.ly/xperthr-retention

• On-demand webinars: bit.ly/xperthrwebinars


http://bit.ly/xperthr-people-analytics

http://bit.ly/xperthr-retention

http://bit.ly/xperthrwebinars

a recording of this webinar and the slides will be made ...€¦ · •pension and benefit payouts...

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