Gain leaders’ trust to sharpen the
human capital agenda
Understand business imperatives,
connect people initiatives
Navigate across contexts to create
tangible impact
Alumni refer
someone for an
AHLC course
HR leaders
are a part of
our alumni
community
Is the median
participant
experience
Alumni
feel empowered
to drive business
results
HR
professionals
have received
training via our
courses
Flagship certificate courses for HR
professionals
Bespoke HR capability journeys for
organizations
Registration
E-Learnings
Online Discussion
Learning Lab
Assignment
Comprehensive
Assessment
1 2 3 4 5 Business
Strategy
Required Capabilities and Implications for
Human Capital Strategy
HR Priorities and
Roadmap
Alignment and
Readiness Success Measures
2b
2c
4a
4b
Unpacking elements
of the business
strategy, not defining
the business
strategy.
Primary Business
Strategy:
• Cost Leadership
• Differentiation
o Product
Innovation
o Customer
Intimacy
Other
Considerations:
• Market Dynamics
and Competitive
Landscape
• Geographic
Expansion
• Risk/Regulatory
Compliance
Pressure
• Execution of
Major
Investments/
Committed
Initiative
Human Capital Strategy Components
Human Capital Strategy Components
Strategic statements that support the business strategy,
establish HR’s focus, identifying key gaps to close. Ideally
a rolling 3-year commitment.
Workforce and Organization Design
Acquisition and Development Total
Rewards
Leadership
Culture
Will these strategies increase or impede employee
engagement and how will they align or depart from the
existing employee value proposition? Where are you
today and what needs to change?
HR and People Initiatives
that support the Business
and Human Capital strategy
with a prioritization of
initiatives and sequencing.
Start (new initiatives):
• …..
• …..
Continue (or adjust):
• …..
• …..
Stop (not aligned to
strategy):
• …..
• …..
Addressing the Funding
Gap: How to ensure we
have
the capital to put towards
new initiatives
Sequencing/Roadmap: 1-3
year journey mapped with
dependencies
Business Leadership
Alignment & Readiness
HR Functional
Alignment & Readiness
Does the structure and
capabilities of the HR function
support the strategic initiatives?
People
Process
Technology
HR
Organization
Design
Governance
How will we measure
the outcomes of the
human capital
strategy and the
portfolio of HR
program priorities?
Balanced scorecard
items to consider:
Measures that
link to business
outcomes
• Customer
perspective,
including: business
executives,
employees, and
results
• Operational/
financial
effectiveness
measures for HR
• External
perspectives such
as benchmarks
Critical questions that identify the key capabilities required
to drive the business strategy and the relevant implications.
2a Required Organizational Capabilities and Implications
An assessment of organization
and leadership readiness for
change in support of the human
capital strategy.
Showcase the robustness of the process
through which an outcome is achieved
Measure impact of the people or
business outcomes of any process
Predictive forecasting of results through
underlying assumptions
Post activity analysis on an ongoing
basis to measure change
Check on input maximization and cost
benefit analysis
Measure the effect of the final output on
the key goals
Usage of workforce plans
First year engagement of new hires
Bench strength talent ratio for critical
roles
Attrition rate analysis
Cost per hire by source
New hire performance index by source
Analyze past performance in
an effort to predict the future
by examining historical data,
detecting patterns or
relationships.
Culture fit for
new hires
Help decision maker to
identify the optimal
alternative in problems with
multiple conflicting criteria.
Wage bill
optimization
model
Descriptive
Analytics
Predictive
Analytics
Prescriptive
Analytics
Anecdotes
Scorecards & Dashboards
Benchmark
Correlation
Causation
Prediction
Understand past and current
business performance and
make informed decisions.
Workforce
forecast
accuracy
Ability to discern relationships
and linkages
Ability to cut through the complexity
and focus on the essence
Ability to step back from the
problem and think ahead
Data
Geeks
Line
Managers
Support
Leadership
Sponsorship
HR
Experts
Efficient
Technology
Reliable
Data
Ability to frame a problem accurately
Narrative coupled with data gives adequate
context to the audience and helps understand the
importance of a particular insight.
Often interesting insights and outliers are hidden in
data. Visuals applied to data help the audience
look beyond the obvious.
Helping individuals immerse into the experience.
Visuals and narrative together can help influence
and drive change.
En
lig
hte
n
Define the business
impacting critical
talent questions
Ensure veracity and accuracy
of data. Identify an effective
and relevant tool
Keep it simple and action-oriented but
don't compromise the rigor. There are
no short cuts to becoming mature and
doing predictive & prescriptive analytics
Continued cadence will
drive the next evolution
of HR and help partner
on business outcomes
• Despite committed
investment, lack of
effectiveness in benefits
policy. Need to increase
benefits utility
• Only 11% employees value
the benefits offered
• 25% of benefits are utilized
effectively
• Focus on employee perception
• Analyze the changing
demographic landscape and
utilization trends vis a vis each
benefit
• Enable ecosystem to collect
employee benefit preference
data continuously
• Recommend and realign
policies in a timely manner
Implementing
Analytics
Introduction
to HR
Analytics
Measuring
Results in
HR
Data
Analysis
Driving
Insights
Final
Assessment
Participant Handbooks* Online Discussion Boards*
Learning journey spanning across two contact classes and a comprehensive online assessment
Day 1 Day 2 Assessment
*Active for one year
Quiz
Class Participation
Assignments
Final Assessment
• Final Assessment can only be taken
after attending all five modules
• Minimum 50% is required in the final
assessment
• At least 50% aggregate score is required to
complete the certification
Objectives
Outcomes
• Understand Aon’s Human Capital Strategy Methodology and
link business strategy to your Human Capital Strategy
• Explore how metrics are used to measure results in HR
o Process vs Outcome
o Efficiency vs Effectiveness
o Lead vs Lag
• Learn to configure success measures based on human capital
strategy to measure business impact
• End to end performance evaluation of each segment
of the Human Capital Strategy through continuous
process and outcome measurement
• Refine HR programs through efficiency and
effectiveness analysis
• Gain holistic understanding of HR value chain by
using lead and lag measures
Measuring Results in HR
Configure the right kind of metrics to
measure results across the HR value chain
Objectives
Outcomes
• Explore how business can deliver on business outcomes by
leveraging on analytics
• Analyze the business impact of HR analytics in real business
situations
• Develop an understanding on the 3 main types of analytics and
their appropriate usage in different HR areas
o Descriptive Analytics
o Predictive Analytics
o Prescriptive Analytics
• Refresh basic statistics knowledge and understand the key
statistical tools needed for effective use of analytics
• Create buy in for HR analytics driven solutions and
decisions
• Drive short, long and medium term results through
effective application of analytics
• Develop strong foundational skills in statistics to
deliver quality results
• Apply analytics maturity model to plan for your HR’s
journey
Introduction to HR Analytics
Build a strong foundation to champion and
implement analytics
Objectives
Outcomes
• Introduction to the key skills to drive data analysis: critical
thinking and storyboarding
• Frame critical questions to build critical thinking capabilities and
apply them in different HR areas
• Learn about the various data visualization techniques and their
effective utilization using cutting edge tools like Tableau
• Create early awareness on the common pitfalls associated with
data visualization
• Approach HR problems with a critical thinking
mindset and use critical questions to gain relevant
insights; to be used for problem solving
• Develop the foundation blocks of data analysis
through understanding critical thinking and
storyboarding
• Leverage data visualization tools and techniques
effectively and proactively avoid failures
Data Analysis
Apply critical thinking to frame hypothesis and
deploy data visualizations
Objectives
Outcomes
• Understand the process of forming appropriate hypothesis
• Develop skills to analyze data holistically and draw out trends
and insights
• Understand the art of communicating insights through effective
storyboarding
• Learn to build effective story boards and use them to influence
stakeholders and build buy in for your endeavors • Use hypothesis testing to validate assumptions and
refine proposed plans
• Move from simple data to real insights to drive
outcomes
• Leverage accumulated insights through effective
communication to stakeholders and key influencers
Driving Insights
Uncover and communicate insights to
provide tangible benefits
Objectives
Outcomes
• Comprehend the features of a data driven organization
• Gain insight into best practices across the HR analytics life
cycle
• Deconstruct the power of big data and understand how can it
be used effectively by organizations to increase predictability in
fulfilling strategic objectives
• Create effective HR dashboards to communicate results • Drive and enable a data driven culture in your
organization using key enablers
• Champion HR analytics tools to increase efficiencies
in processes
• Learn key concepts and tools to enable predictive
modelling
• Implement predictive modelling skills to sharpen
forecasting
• Embed analytics DNA in your HR function by using
scorecards
Implementing Analytics
Build a data driven HR organization by
embedding analytics
Anandorup Ghose leads Aon Hewitt’s Rewards practice for
South Asia. Prior to this role, he managed several client
relationships in the Middle East, Asia Pacific and India in the
areas of executive compensation design and benchmarking,
long term incentive plan design, sales incentive plan design,
governance structure definition, remuneration committee
advisory etc.
Moreover, he has also worked on some large scale merger
integration projects with clients in the region, primarily in the
field of telecom, financial services and oil and gas. His key
clients include the Aditya Birla Group, Mahindra, Genpact and
Tata Consultancy Services.
Anandorup is a regular speaker at several executive
compensation forums in industry associations such as All India
Management Association, FICCI, and Anchorage Society for
Human Resource Management.
He is ardent reader of the Economist and whenever time
permits he loves to travel and experience new cultures.
Anandorup Ghosh
Dean,
Aon Hewitt
Learning Center
Anandorup's Mantra
Culture eats strategy
over breakfast
Peter Drucker
Anurag has pursued a career in Human capital consulting, with
over 13 years in premier organizations like Aon Hewitt and
Mercer Consulting in leadership positions, out of his 15+ years
of professional experience. He currently leads the
Organizational Effectiveness practice for Aon Hewitt.
Pharmaceutical, O&G, Auto, Manufacturing, FMCG, Mining,
Education, Healthcare, eCommerce, Government etc. are a
few of the industries in which he has been advising clients in
the recent past. His experience spans across business
management and talent/people solution thought leadership.
His focus areas range from transformational interventions like
organization structure, leadership assessment & development,
career architecture, performance systems, rewards, Employee
Value Proposition to employee engagement and culture etc.
He is a regular speaker/panelist at forums such as CII, AIMA,
DMA, NIPM, FICCI, and academic institutions such MDI & IMI,
He is also a visiting faculty at MDI. He is a Hogan Certified
coach and Richard Barrett & Associates accredited Culture
Transformation expert.
Anurag completed his Post graduate from Tata Institute of
Social Sciences, Mumbai. He is a graduate with Honors in
Mathematical Statistics from Kirori Mal College, Delhi
University.
Anurag Aman
Leader,
Organizational
Effectiveness
Anurag’s Mantra
Vision without action is
daydreaming and action
without vision is a
nightmare
Anon
Shivanker Singh leads the pre hiring arm of Aon Hewitt’s
Selection and Assessment business in India. His span of work
at the firm has projects that involve creation of HR strategy,
HR Effectiveness and integrated HR Transformation projects.
In the area of selection and assessment, Shivanker has led
projects for organizations in the QSR and IT/ ITeS industries,
developing competency frameworks and delivering
assessment and selection tools through Aon Hewitt’s online
platform. His expertise lies in the HR analytics involved in the
design and post implementation ROI analysis.
He has also been part of integrated HR Transformation
projects for a number of family led enterprises. These projects
typically include a gamut of interventions, including the design
of the organization’s structure, levels, job descriptions, and
talent management processes.
Shivanker is a Mechanical Engineer and an MBA(HR). He also
has a Dual Masters degree in Operations Research (Advanced
Analytics) and HR/OD from The Pennsylvania State
University, USA.
Shivanker Singh
Lead,
Behavioral
Assessments,
CoCubes, An Aon
Company
Shivanker’s Mantra
Data is just like crudeoil, is
valuable, but if unrefined it
cannot be really used
Michael Palmer
Pooja Goenka leads content development at AHLC – Aon
Hewitt Learning Center and looks after content creation and
customization for client projects and public workshops. She
has anchored the development of multiple AHLC courses such
as BEI, Talent Acquisition and HR Analytics.
Prior to Aon Hewitt, she was a Consultant at DDI India. During
her stint at DDI, she managed client projects across the gamut
of talent management ranging from testing solutions, 360
surveys, behavioral interviewing interventions and competency
building to assessment design, implementation, coaching and
succession planning. She also supported the marketing and
business development teams in various initiatives and client
interactions. After DDI, she worked as an independent
consultant in the fields of employee engagement, talent
management and training facilitation. She has worked with
clients across industries such as Manufacturing, IT, Business
Conglomerates and BFSI.
Pooja has a Master’s degree in Human Resources and Labour
Relations from Tata Institute of Social Sciences, Mumbai and a
Bachelor’s degree in Psychology and Organizational Studies
from the University of Michigan. She is certified as a
Facilitator, Assessor, BEI Interviewer and Coach. She is also
certified on psychometric inventories such as Hogan and
ADEPT-15.
Pooja Goenka
Content Leader,
Aon Hewitt
Learning Center
Pooja's Mantra
Don’t wait for the
extraordinary, make
common occasions great
Orison Swett Marden
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Classroom sessions
16 hours
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Discussion Board
Active for one year
Participant
Handbook
Pre-reads
5 hours
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HR Analytics
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