Gain leaders’ trust to sharpen the human capital agenda
Navigate across contexts to create tangible impact
Understand business imperatives, connect people initiatives
Alumni refer someone for an AHLC course
Flagship certificate courses for HR professionals
Is the median participant experience
Bespoke HR capability journeys for organizations
Alumni feel empowered to drive business results
HR leaders are a part of our alumni community
HR professionals have received training via our courses
Comprehensive Assessment
Assignment
Learning Lab
Online Discussion
E-Learnings
Registration
1
Business Strategy
2
Required Capabilities and Implications for Human Capital Strategy
3
HR Priorities and Roadmap
Unpacking elements 2a Required Organizational Capabilities and Implications of the business strategy, not defining the business Critical questions that identify the key capabilities required strategy. to drive the business strategy and the relevant implications.
HR and People Initiatives that support the Business and Human Capital strategy with a prioritization of initiatives and sequencing.
Primary Business Strategy:
Start (new initiatives): • ….. • …..
• 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
2b
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
2c
Human Capital Strategy Components
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?
Continue (or adjust): • ….. • …..
4 4a
Alignment and Readiness Business Leadership Alignment & Readiness
An assessment of organization and leadership readiness for change in support of the human capital strategy.
4b
HR Functional Alignment & Readiness
Stop (not aligned to strategy): • ….. • …..
Does the structure and capabilities of the HR function support the strategic initiatives?
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
People
HR
Process
Organization Design
Technology
Governance
5
Success Measures
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
Showcase the robustness of the process through which an outcome is achieved
Usage of workforce plans
Measure impact of the people or business outcomes of any process
First year engagement of new hires
Check on input maximization and cost benefit analysis
Cost per hire by source
Measure the effect of the final output on the key goals
New hire performance index by source
Predictive forecasting of results through underlying assumptions
Bench strength talent ratio for critical roles
Post activity analysis on an ongoing basis to measure change
Attrition rate analysis
Descriptive Analytics Understand past and current business performance and make informed decisions.
Analyze past performance in an effort to predict the future by examining historical data, detecting patterns or relationships.
Predictive Analytics
Workforce forecast accuracy
Prediction Culture fit for new hires
Causation
Correlation Help decision maker to identify the optimal alternative in problems with multiple conflicting criteria.
Prescriptive Analytics
Wage bill optimization model
Benchmark Scorecards & Dashboards Anecdotes
Ability to frame a problem accurately
Reliable Data
Efficient Technology
Ability to discern relationships and linkages Leadership Sponsorship
HR Experts
Ability to cut through the complexity and focus on the essence Line Managers Support Ability to step back from the problem and think ahead
Data Geeks
Enlighten
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.
Ensure veracity and accuracy of data. Identify an effective and relevant tool
Continued cadence will drive the next evolution of HR and help partner on business outcomes
Define the business impacting critical talent questions
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
•
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
Data Analysis
Measuring Results in HR
Driving Insights
Introduction to HR Analytics
Day 1
Implementing Analytics
Day 2
Final Assessment
Assessment
Learning journey spanning across two contact classes and a comprehensive online assessment Participant Handbooks*
Online Discussion Boards* *Active for one year
Final Assessment
Assignments
Class Participation
Quiz
•
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
Measuring Results in HR Configure the right kind of metrics to measure results across the HR value chain Objectives •
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
Outcomes •
End to end performance evaluation of each segment of the Human Capital Strategy through continuous process and outcome measurement
•
Refine HR programs effectiveness analysis
•
Gain holistic understanding of HR value chain by using lead and lag measures
through
efficiency
and
Introduction to HR Analytics Build a strong foundation to champion and implement analytics Objectives •
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
Outcomes •
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
Data Analysis Apply critical thinking to frame hypothesis and deploy data visualizations Objectives •
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
Outcomes •
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
Driving Insights Uncover and communicate insights to provide tangible benefits Objectives •
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
Outcomes •
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
Implementing Analytics Build a data driven HR organization by embedding analytics Objectives •
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
Outcomes
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
•
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.
Anurag Aman Leader, Organizational Effectiveness
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’s Mantra
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.
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
Learning Center Classroom sessions 16 hours
Online Discussion Board Active for one year
Course Calendar Click to view
Participant Handbook Pre-reads 5 hours
Terms & Conditions Click to view
Certification Aon Hewitt Certified HR Analytics Professional
Connect with us
[email protected] 011 39585050
Course Fee (inclusive of taxes)
₹50,000 Participation will be confirmed post payment
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[email protected] Amit Kumar:
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