Die Entscheidungsfindung von Personalverantwortlichen sollte auf zwei Säulen basieren: Die eine ist ein logischer Rahmen an Fragestellungen, die zweite ist eine Kombination von statistischen Analysen und leistungsstarker Computertechnologie.

1. Main factors, that control
Impact of HR
Zürich, 3. Januar 2014

2. Range of Services
Analyses & Workshops
Strategy & Execution
Webinars & Conferences
Pers. Administration & Reporting
Assessments & Exec. Coachings
Surveys & Publications
2

3. Focus Topics
3

4. Fundamentals
Evidence-Based Management: Connect scientific coherences with company-specific procedures
Identification of specific
practices (instruments)
Science
Practice
Metaanalyses
Case
study
Controlled
laboratory/field
experiments
Systematic Systematic
reviews
evaluation
Comprehensive
correlation studies
Expert
survey
Systematic
Follow-up
internal evidence, organizationspecific facts based on
systematically collected data
external evidence, sound scientific
knowledge, generalizable
cause-effect relationships
Identification of general
causal relations (theories)
the interaction creates a collective intelligence
Based on: Brodbeck, F.; Woschée, R.: Grundlagen und Möglichkeiten eines evidenzbasierten Personalmanagements, 2013
4

5. Fundamentals
Continuum of Human Capital Analytics
Optimization
Predictive
Analysis
Causation
Correlations
Benchmarks
Anecdotes
Scorecards
& Dashboards
Source: Human Capital Analytics. How to Harness the Potential of Your Organization´s Greatest Asset.
Gene Pease, Boyce Byerly, Jac Fitz-enz. P. 17
5

6. Fundamentals
The LAMP Framework
A
L
„The Right Logic“
Rational Talent Strategy
(Competitive Advantage, Talent
Pivot Points)
„The Right Analytics“
Valid Questions and Results
(Information, Design, Statistics)
HR Metrics and
Analytics That Are
A Force For
Strategic Change
P
M
„The Right Measures“
Sufficient Data
(Timely, Reliable, Available)
„The Right Process“
Effective Knowledge Management
(Values, Culture, Influence)
Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne Cascio and John Boudreau. P. 10.
6

7. Predictive HR Analytics
Map of causalities – Managerial Leadership
Retention
of Key
People
Managerial
Leadership
Relational
Capital
Human
Capital
Effectiven.
Knowledge
Generation
Human
Capital
Training
Business
Performance
Structural
Capital
Employee
Engagement
Employee
Satisfaction
Strategy
Execution*
Knowledge
Integration
Employee
Motivation
Value
Alignment
Knowledge
Sharing
Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010
* for further remarks: Mark A. Huselid, Brian E. Becker, Richard W. Beatty: The Workforce Scorecard, 2005
Human
Capital
Depletion
7

8. Predictive HR Analytics
Map of causalities – Human Capital Effectiveness (RoHC)
Managerial
Leadership
Retention
of Key
People
Intellectual Capital
0,442
Relational
Capital
Human
Capital
Effectiven.
Knowledge
Generation
Human
Capital
Training
Business
Performance
Structural
Capital
Employee
Engagement
Employee
Satisfaction
Strategy
Execution*
Knowledge
Integration
Employee
Motivation
Value
Alignment
Knowledge
Sharing
Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010
* for further remarks: Mark A. Huselid, Brian E. Becker, Richard W. Beatty: The Workforce Scorecard, 2005
Human
Capital
Depletion
8

9. Predictive HR Analytics
Map of causalities – Employee Attitudes and Engagement (1/2)
Managerial
Leadership
Retention
of Key
People
Effective Workplace Dimensions That
Significantly Predicted Work Outcomes
Cognition
Greater Job
Relational
Satisfaction
Greater
Human
Engagement
Capital
Training
Capital
Greater Probability of Retention
emotion
1.
elements
Action tendency
Employee
Satisfaction
Employee
Engagement
behaviour
Job
challenge
and learning
2.
Climate of
Structural
Capital
respect
3.
Autonomy
4.
Work-life fit
5.
Economic
security
6.
Supervisor
task support
Strategy
Execution*
Employee
Commitment
Value
Alignment
Employee Attitudes
1.
2.
3.
4.
5.
6.
Economic
security
Work-life fit
Climate of
respect
Autonomy
Supervisor
Knowledge
task support
Generation
Job
challenge
and learning
1.
2.
3.
4.
5.
6.
Economic
security
Work-life fit
Job
challenge
and learning
Supervisor
task support
Autonomy
Climate of
respect
Human
Capital
Effectiven.
Business
Performance
Knowledge
Integration
Source: Investing in People. Financial Impact of Human
Resource Initiatives. Wayne Cascio and John Boudreau. P. 146
Knowledge
Sharing
Human
Capital
Depletion
Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010
Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne Cascio and John Boudreau. P. 143 ff.
9

10. Predictive HR Analytics
Map of causalities – Employee Attitudes and Engagement (2/2)
Managerial
Leadership
Logical relationships among employee
attitudes, behaviors, and financial outcomes
Retention
of Key
People
Cognition
Human
Capital
Training
Satisfaction, Commitment,
and Engagement
Relational
Capital
Human
Capital
Effectiven.
emotion
Applicant Quality,
Employee Turnover,
Absence, Service
Action tendency
elements
Structural
Capital
Employee
Satisfaction
Employee
Engagement
Costs, Employee
Productivity, Customer
Satisfaction
Knowledge
Generation
Organizational and
Business Unit Performance
Business
Performance
Employee
behaviours
Strategy
Execution*
Employee
Commitment
Value
Alignment
Employee Attitudes
Knowledge
Integration
Source: Investing in People. Financial Impact of Human
Resource Initiatives. Wayne Cascio and John Boudreau. P. 147
Knowledge
Sharing
Human
Capital
Depletion
Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010
Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne Cascio and John Boudreau. P. 143 ff.
10

11. Case Study
: Employee Engagement - Business Performance
The Discovery Process
Assess Ctr.
Rating of
Mgr.
Mgr.´s
Engagement
H4
Mgr.´s
360
Degree
H5
H6
Avg.
Employee
Engagement
(-)
H2
H3
H1
Customer
Focus
Competition
Shrinkage
Rate
Local
Economic
Conditions
Weather
Age of
Store
Store
Performance
Source: Human Capital Analytics. How to Harness the Potential of Your Organization´s Greatest Asset.
Gene Pease, Boyce Byerly, Jac Fitz-enz. P. 17: Lowe´s First Store Model Blueprint
11

12. Predictive HR Analytics
Map of causalities – Knowledge Management
Retention
of Key
People
Managerial
Leadership
Human
Capital
Training
Structural
Capital
Employee
Engagement
Employee
Satisfaction
Human
Capital
Effectiven.
Relational
Capital
Knowledge
Management
Business
Performance
Knowledge
Generation
Strategy
Execution*
Knowledge
Integration
Employee
Motivation
Value
Alignment
Knowledge
Sharing
Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010
* for further remarks: Mark A. Huselid, Brian E. Becker, Richard W. Beatty: The Workforce Scorecard, 2005
Human
Capital
Depletion
12

13. Predictive HR Analytics
Map of causalities – Employee Absenteeism
The logic of employee absenteeism:
how absenteeism creates costs
Retention
of Key
People
Managerial
Leadership
Does the job allow the employee
to set the times he/she works?
Yes
Illness
Training
Time off to deal with
home and family
responsibilities
No
Absenteeism
not relevant
Human
Capital
Is job pivotal in importance?
(Do others have to cover? Must process be
stopped? Delays in important avtivities?)
Yes
categories
Incur actual and
opportunity costs
Structural
Capital
Medical
appointments
Employee
Engagement
Employee
Satisfaction
morale
Value
Alignment
Business
Performance
Are costs acceptable?
(-)
Strategy
Execution*
(-)
Yes
No
Absence-reduction programs
not likely to be cost-effective
Employee
Motivation
Employee
Presenteeism
Incur costs that
are not significant
Cost of payments for non-work time of absentees
Cost of managing absenteeism problems
Cost of time of replacement workers
Cost of reduced work quantity or quality
behaviour
Employee
Absenteeism
No
What absence-reduction program
will address the significant causes?
What is its cost?
Source: Investing in People. Financial Impact of Human
Resource Initiatives. Wayne Cascio and John Boudreau. P. 57
Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010
Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne Cascio and John Boudreau. P. 51 ff.
13

14. Predictive HR Analytics
Map of causalities – Employee Separations
Retention
of Key
People
Managerial
Leadership
One-ononecoaching
(+)
Human
Capital
Training
(+)
Relational
Capital
Human
Capital
Effectiven.
Pay for
Performance
Structural
Capital
The logic of employee turnover
Employee
Employee
Satisfaction
Knowledge
Generation
Engagement
(-)
Strategy
Execution*
Knowledge
Integration
Employee
Motivation
Value
Alignment
Source:
Investing in People. Financial Impact of Human
Resource Initiatives. Wayne Cascio and John Boudreau. P. 81
Knowledge
Sharing
(-)
Business
Performance
voluntary vs. involuntary turnover
functional vs. dysfunctional
turnover
Human
Capital
Depletion
Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010
Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne Cascio and John Boudreau. P. 79 ff.
= Workforce Value
14

15. Predictive HR Analytics
Map of causalities – Health, Wellness, and Welfare
Retention
The logic of employee health and wellness
Managerial
Leadership
Retention
of Key
People
of Key
People
Employee
Health and
Wellness
Human
Capital
Training
Human
Capital
Effectiven.
Relational
Capital
(-)
(+)
(-)
Structural
Capital
Employee
Engagement
Employee
Satisfaction
Employee
Absenteeism
Business
Performance
Knowledge
Generation
Strategy
Execution*
Knowledge
Integration
Employee
Motivation
Value
Alignment
Source: Investing in People. Financial Impact of Human
Resource Initiatives. Wayne Cascio and John Boudreau. P. 120
Knowledge
Sharing
Human
Capital
Depletion
Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010
Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne Cascio and John Boudreau. P. 115 ff.
15

16. Predictive HR Analytics
Map of causalities – Work-Life Programs
Retention
The logic of work-life fit
Managerial
Leadership
Retention
of Key
People
of Key
People
Work-Life
Programs
Human
Capital
Training
Human
Capital
Effectiven.
Relational
Capital
(-)
(+)
(-)
Structural
Capital
Employee
Engagement
Employee
Satisfaction
Employee
Absenteeism
Business
Performance
Knowledge
Generation
Strategy
Execution*
Knowledge
Integration
Employee
Motivation
Value
Alignment
Knowledge
Sharing
Source: Investing in People. Financial Impact of Human
Resource Initiatives. Wayne Cascio and John Boudreau. P. 173
Human
Capital
Depletion
Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010
Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne Cascio and John Boudreau. P. 169 ff.
16

17. Predictive HR Analytics
Map of causalities – HR Development Programs
The logic of talent-development effects
Managerial
Leadership
Employee
Training
Human
Capital
Retention
of Key
People
Human
Capital
Effectiven.
Relational
Capital
(-)
(-)
(+)
Structural
Capital
Employee
Engagement
Employee
Satisfaction
Employee
Absenteeism
Business
Performance
Knowledge
Generation
Strategy
Execution*
Knowledge
Integration
Employee
Motivation
Value
Alignment
Knowledge
Sharing
Source: Investing in People. Financial Impact of Human
Resource Initiatives. Wayne Cascio and John Boudreau. P. 287
Human
Capital
Depletion
Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010
Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne Cascio and John Boudreau. P. 283 ff.
17

18. Predictive HR Analytics
Map of causalities – Business Performance (1/2)
Managerial
Leadership
Retention
of Key
People
Work-Life
Programs
Employee
Health and
Wellness
Relational
Capital
Human
Capital
Effectiven.
Knowledge
Generation
Human
Capital
Training
Business
Performance
Structural
Capital
Employee
Engagement
Employee
Satisfaction
Employee
Absenteeism
Strategy
Execution*
Knowledge
Integration
Employee
Motivation
Value
Alignment
Employee Sentiment
Knowledge
Sharing
Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010
* for further remarks: Mark A. Huselid, Brian E. Becker, Richard W. Beatty: The Workforce Scorecard, 2005
Human
Capital
Depletion
18

19. Predictive HR Analytics
Map of causalities - Business Performance (2/2)
Retention
of Key
People
Managerial
Leadership
Relational
Capital
Human
Capital
Effectiven.
Knowledge
Generation
Human
Capital
Training
Business
Performance
Structural
Capital
Employee
Engagement
Employee
Satisfaction
Strategy
Execution*
Knowledge
Integration
Employee
Motivation
Value
Alignment
Knowledge
Sharing
Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010
* for further remarks: Mark A. Huselid, Brian E. Becker, Richard W. Beatty: The Workforce Scorecard, 2005
Human
Capital
Depletion
19

20. Predictive HR Analytics
Map of causalities – Staffing Utility
Logic of staffing processes and talent flows
Talent Flows
Potential
Labor Pool
General
Applicant
Pool
Labor Pool
create
Dedicated
Applicant
Pool
Final
Applicant
Pool
attract
Strategy &
Planning
Applicants
on-hold
Candidates
for further
Evaluation
Offer
Candidates
New Hires
Productive
Employees
choose
Corporate
Branding
Employer
Branding
Recruitm.
Marketing
Active
Sourcing
Screening
Selection
& Offering
Binding &
Closing
Onboarding
Staffing Processes
Affinity for the
Perception of
company and
the company as
Consolidation of
the product
an employer
the employer
Experience of
Image
the prospective
Acquisition of
student knowledge
Application
employer
Corporate and
Employer Brand
Cross-media
Talent Pool
product brand,
recruitment
Management
corporate
Recruiting
marketing
culture
Remark: Referring to Nick Bontis and Jac Fitz-Enz: Intellectual Capital ROI, 2010
Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne Cascio and John Boudreau. P. 195 ff.
Acquisition of
corporate knowledge
20

21. Would you like to know more? We invite you ...
http://www.strimgroup.com/de/fachtagungen
Talent Relationship Management: May 22
Talent Relationship Management : June 6
Talent Relationship Management : June 26-27
Human Capital Analytics: September 19
Human Capital Analytics : October 16
Human Capital Analytics : October 30
21

22. Your Personal Point of Contact
Chairman and CEO at
STRIMgroup AG, Zurich / CH
Senior Fellow at The
Conference Board in New York
Lecturer in the Master's
program in Human Capital
Management at Lake
Constance Business School /
Germany
Gütschstrasse 22
845 Third Avenue
CH-8122 Binz (Zürich)
New York, NY 10022-6600
Telefon: +41 (0)43 366 05 58
Telefon: +49 (0)172 7590 688
volker.mayer@strimgroup.com
volker.mayer@conference-board.org
22