HR AnalyticsThe journey at ING

Andy Vanzurpele, Organizational Transformation

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There is a growing trend in using HR analytics in response to increasing demands on leadership & the workforce

The advantages of HR analytics are evident

• Better decision making based on data

• Better enablement of key strategic initiatives

• Better relationships with business partners and

stakeholders

• Improved ability to react to changes

Source: Bain & Company: Big Data diagnostic

HR analytics creates competitive

advantage through the effective

employment of people

Companies drive business performance by combining

HR and business data and use these to define and

design targeted people initiatives

Top performing companies are

3 x more likely than lower performers to be

sophisticated users of analytics. Use analytics to

drive measurable improvement in crucial human

capital investments and identify business insights

for on-boarding, learning, leadership, capabilities

development and performance

Source: Bain & Company: Big Data diagnostic

Typical questions that triggered our analytical appetite

What’s the right staffing level

of a branch?

Which behaviours characterise great

managers?

What is the optimum management span of

control?

What is the influence of engagement on

top performing teams?

What is the best profile for our international

training program?

Which staff members are more likely to

leave the company?

How long does it take for a call centre

employee to become a top

performer?

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Does team diversity impacts

team performance?

Mind the banana peel

Getting a statistician on board does not mean you’re doing analytics, you need a combo of skills.

You can do analytics without big IT investments.

Step away from hype words like « big data », let your business questions define the data needs

Don’t sell, instead start showing: start from a small case, with a clear target group, clear sponsorship and answer a burning business question.

Marketing is a better neighbour than Finance.

How to set up the organisation

Get the skills mix right

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Consulting Modeling Programming

Knowledge of former

Research

Data visualisation

Storytelling

Know HRKnow the business

Heavy IT investments Open source solutions

Versus

Tools

Perfect data

A massive amount of data

Data

Some historical data (at least 2 years, preferably 3 years)

Good enough data

Clear agreements with Compliance and Information Risk

Versus

What’s our experience so far

How did we get started at ING

What are our challenges…

A new capability

Lack of business credibility

Evolving data privacy & security regulations

Maturity level in HR Data Management

Many mandatory projects consuming reporting & metrics time

… and how we address them

Get started with an external vendor and internalise capability

Focus: Start with pilots in business area with clear sponsorshipResults before investments

Legal but harmful check

Two separated tracks: don’t let lack of data spoil your analyticsjourney

A clear organisational split between operational reporting and analytics

HR analytics

ambition

Demonstrate business value

- HR analytics pilots for strategic

business challenges with a strong

human capital component

- Standardised and scalable HR

analytics processes based on

learnings

Increase HR’s impact

-HR analytics pilots to measure the

impact of resource-intensive HR

programs

-Improve HR’s ability to impact critical

ING objectives such as risk,

performance, and productivity

Increase HR analytics capability

- Identify and assess critical HR staff

- Develop their capability to deliver the

HR analytics ambition and work with

the business on HR analytics

Improve HR Data

- Improve data management

- Ensure better data availability

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3 4

Based on the ambition we stuck to our believes in terms of deliverables

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Improve HR Data

Increase capabilities

Demonstrate value

(business & HR

impact)

Focus areas Deliverables

• Awareness sessions

• Communication

• Training and workshops

• Transition from external to internal resources

• Run pilots

• Present results

• Follow up with business and HR management to

implement recommendations

• Data handling protocol

• Data masking procedure

• Data improvement (talent, turnover, WPC)

Moving from HR Analytics to Informed Decision Making via concrete results

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Branch Activity Metrics Recruitment Model

Predict the ideal staffing (in FTE) per Branch for every Branch in

ING Belgium

Using fact based insight in the key differentiators for General

Bankers and apply this model to new applicants (Automated CV

screening

Process Mining

Understanding the flows in the HR ticketing system

Annual compensation review

Make the annual compensation review data driven

Job Discovery Tool

An App that helps employeesfind the « perfect match » in jobs

at ING

People barometer

Taking the pulse of the employees throughout the

change

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Any question before going home?