Transforming Your Business Performance with People Analytics.Tony Latter, CEO & Co-FounderTim Stoller, Managing Partner

10th November 2016

Imagine your company taking the same care and attention over its people as it does over its financial performance. Where people engagement is as important as margins…

September 15 2016

How does this become a reality?

Only 8% of HR leaders are using

aby sort of analytics and people

measurement tool. (CIPD)

8%

Only 14% of business leaders are happy with the data

HR is providing. (CIPD)

14%

Only 8% of organisations thought their

business was strong in the area of people

analytics, despite 75% realising its

importance. (Deloitte)

8%

The key is to understand what the boardroom is looking for:

What we know…

• Business leaders are looking for HR to take a more data driven approach.

• The problem is HR is not using analytics particularly well, if at all.

• Why is this?

1. Lack of data.2. If data is available it quickly goes out of date.3. Traditional methods of gathering staff feedback can be time consuming.4. Poor analytics means you can spend a lot of time mining the data to find the insight.

About The Happiness Index.

A selection of our clients:

Vision.

To improve business performance by promoting better cultural alignment and engagement with a company’s most important asset – its people.

Key Facts.• Global reach with responses from 19

countries and counting!• Available in 9 languages.• Working with major brands…

Adding Value to the Board.

September 15 2016

The 2nd P&L – Your People & Leaders.

Traditional P&L

2nd P&L

• Retrospective and looks at the outputs of a business.

• It gives a one dimensional view as its only looking at the tangible outcomes.

• It doesn’t impact on future inputs.

• Stands for People and Leadership.

• Focuses on the intangible inputs into a business from your People and Leadership.

Traditional Profit & Loss

The 2nd P&L

Combining the traditional P&L with the 2nd P&L gives you a 3D view of a business. It provides a link between the people within an organisation and the financial

performance.

We use the 4As as a blueprint for successful programs to ensure progress is being made and the culture of always measuring is embedded.

After all what gets measured - gets managed, and this mindset appeals to the boardroom.

The 4 As.

Sustainable Engagement.

Dec Jan Feb March Apr May Jun Jul Aug Sep Oct Nov Dec Jan

Enga

gem

ent l

evel

Sustainable engagement

Traditional engagement program

Legend

The Engagement See-Saw.

• Imagine the company on one side of the see-saw and the employee on the other.

• To create an engaging program the see-saw needs to be balanced.

• If the company asks too many questions too often the see-saw tilts.

• Likewise if the company asks too few questions too infrequently the see-saw tilts the other way.

• The key is to identify the right number of questions and the frequency in order to balance the see-saw.

Employer

Employee

Reporting to the board.

• We help HR departments produce their own 2nd P&L Statement:

Trends per question

Trend charting tool

Trends per individual

Trend Analysis & Benchmarking.

• Its important to be able to show trends and track results against targets and benchmarks.

• This provides a strategic focus that appeals to business leaders.

What should you stop doing?

Stop

What should you start doing?

Start

What should you continue to do?

Continue

What should you change?

Change

SSCC Model.

Boardrooms love actionable insights, therefore we advise people to use the SSCC model to turn raw data into actions:

Example of the Comment Analysis.

Comment statistics

Positive word cloud

Negative word cloud

Tips for Introducing People Analytics.

September 15 2016

What are the right questions to ask?

• Align questions to your company values.

• Think about the objectives for the program.

• What questions are going to make the boardroom take note?

• Don’t ask leading questions.

• Only ask questions on what you are prepared to change.

• Just ask the critical questions.

• When tracking trends - think about the timing of repeat questions.

• Sanity check the questions.

2

3

4

5

Successfully introducing a people analytics program.

1 Position the program correctly: Create a shared vision and generate an environment for change.

Be patient: Look for innovation, not instant perfection.

Take the pain: You may not like the results or even agree with them, but if your people are thinking it, then its their reality.

Load it for success: Make progress on multiple fronts and focus on aggregated marginal gains.

Report back: Tell your people what the results have been and what you’re doing with them.

London New York

The Results - Case Study

September 15 2016

Case Study.

• We started working with the client in Dec 2011.

• Over the past 5 years they have grown significantly and The Happiness Index has played a part in ensuring their culture wasn’t lost during growth.

“We have had thirty-three quarters of consecutive growth and we put this down to our focus on

people. At our board meetings we analyse ‘The 2nd P&L’ which reports how our staff and clients

are feeling about working with us and we combine it with the traditional financial P&L to help us

forecast, plan and prioritise the key actions the board need to take in order to make a difference

to the company.”

CEO

Summary.

• Start adding value to business leaders through people analytics.

• Secure buy in by speaking the language that appeals to senior business leaders.

• Report back using targets and benchmarks to provide a strategic focus.

• Using pulse surveys ensures engagement stays on the agenda.

• The SSCC method takes the insight generated and ensures quality action planning.

• Whatever the results, good, bad or indifferent report them back to your people and your senior leaders.

Questions

September 15 2016

Call us: 0203 865 0989Email us: hello@the-happiness-index.com Visit us online: the-happiness-index.com Tweet us: @happinessindex1

Get in touch or visit us at stand B60: