EMPOWERING MANAGERS THROUGH POSITIVE POLITICAL SKILLSMENTORSHIPINTRODUCTION TO HR ANALYTICS

1. EMPOWERING MANAGERS
THROUGH POSITIVE POLITICAL
SKILLS
MENTORSHIP
INTRODUCTION TO HR ANALYTICS

3. WHAT IS MENTORSHIP..?
Mentorship is a relationship in which a more
experienced or more knowledgeable person helps
to guide a less experienced or less knowledgeable
person. The mentor may be older or younger than
the person being mentored, but he or she must
have a certain area of expertise.

4. WHAT IS MENTORING?
Mentoring is the process of sharing your knowledge
and experience with an employee.
Mentoring can be informal or formal:
 Informal mentoring takes place spontaneously between
senior and more junior employees.
 Formal mentoring occurs through a program with an
established structure.

5. Mentoring is an ongoing relationship that is
developed between a senior and junior employee.
Mentoring provides guidance and clear
understanding of how the organization goes to
achieve its vision and mission to the junior employee

7. MENTORING TECHNIQUES
Mentoring
Techniques
Accompanying Sowing Catalyzing Harvesting Showing

8. MENTORING TECHNIQUES
 Accompanying: making a commitment in a caring way, which
involves taking part in learning process side-by-side with the learner.
 Sowing: mentors are often confronted with the difficulty of preparing
the learner before he or she is ready to change. Sowing is necessary
when you know that what you say may not be understood or even
acceptable to learners at first but will make sense and have value to
the mentee when the situation requires it.
 Catalyzing: when change reaches a critical level of pressure, learning
can jump. Here the mentor chooses to plunge the learner right into
change, provoking a different way of thinking, a change in identity or a
re-ordering of values.

9.  Showing: this is making something understandable, or using your
own example to demonstrate a skill or activity. You show what you are
talking about, you show by your own behavior.
 Harvesting: here the mentor focuses on "picking the ripe fruit": it is
usually used to create awareness of what was learned by experience
and to draw conclusions. The key questions here are: "What have you
learned?", "How useful is it?".

10. OBJECTIVES OF A MENTORING PROGRAM
 To retain and advance talented employees.
 To retain and advance women and minorities.
 To give mentors satisfaction and a rewarding experience.
 To open up new channels of communication, information, and
education.
 To demonstrate that the organization invests in people and
encourages opportunity for a diverse workforce.
 Non-goal: The program is not intended for sponsoring anyone for a
particular position in the organization.

11. REVERSE MENTORING
 Reverse mentoring—where older executives are mentored by younger
employees— is still a new concept. If done well, it can make the leader
and the organisation more effective.
 Buy-in and Acceptance
It’s important for the leader to accept that a much younger person can
provide valuable and often surprising feedback
 Getting the Mix Right
Creating the right pair by choosing a younger and senior talent based on
their personalities and aptitude is an important part of the exercise. HR
should analyse their behaviour in advance to ensure there are no ego
issues in either of them.

12. BENEFITS OF MENTORSHIP
 Makes him feel at home in the organization in a short period of time
 Smoother transition into the work place
 Availability of support and guidance
 Having a confidant with whom discussions on some specific sensitive
issues can be held
 Developmental opportunity
 Having some one who can back you up and sponsor in the
organization

13. RESPONSIBILITIES OF A MENTOR
 Assist the employee in developing talents.
 Maintain objectivity and balance.
 Allow the employee to grow and become more
independent.
 Foster a sense of risk-taking and independence.
 Balance the responsibilities you take on for the employee.

14. INTRODUCTION TO
HR ANALYTICS

15. AN INTRODUCTION TO HUMAN
RESOURCES ANALYTICS
 Human resource analytics (HR analytics) is an area in the field of
analytics that refers to applying analytic processes to the human
resource department of an organization in the hope of improving
employee performance and therefore getting a better return on
investment.
 HR analytics works by gathering workforce data, from work history
to employee satisfaction scores, and feeding this information into
advanced computer models.
 Using sophisticated algorithms, these models churn out insights
that HR leaders can use to make critical decisions, such as
whether to tweak commission structures to drive sales or invest
more heavily in training to curb high attrition rates.

19. TOOLS OF HR ANALYTICS

20. BENEFITS AND USE CASES
 HR leaders that successfully match data elements to their
human capital needs in a way that can impact decision
making can expect a number of key benefits:
1. Reduce attrition
2. Anticipate performance
3. Compensation efficiency.
4. Compensation efficiency.
5. Enhance employee morale.

21. CHALLENGES TO MAKING ANALYTICS WORK
 Finding the right talent to run HR analytics.
 A lack of confidence doesn’t exactly help matters.
 Currying executive support.
 Data deluge.
 Cost considerations.
 Data quality.

22. ANALYZING DATA TO ANTICIPATE FUTURE NEEDS
 More than simply measuring performance and identifying
prime candidates.
 Human resources analytics is fast becoming an HR team’s
crystal ball—a powerful predictive tool that can help anticipate
performance levels, end poorly designed compensation
models before they’re rolled out and flag potential risks like
disgruntled workers.
 By doing so, HR analytics is certain to become an
increasingly indispensable tool for attracting,
retaining and Optimizing talent.

23. PEOPLE ANALYTICS
CASE STUDY:
HOW HR MADE CUSTOMERS
HAPPY

24. CHALLENGE: TRENDING IN DOWNWARD DIRECTION
A large restaurant chain was trending in a downward direction and was struggling to understand why. They had
pieces of data, including an annual employee survey, but were not sure where to start to figure out what was
going wrong. When we were asked for help, we first identified three business outcomes that mattered most to
the organization by conducting short stakeholder interviews with senior leaders and reviewing their balanced
scorecard metrics:
Customer count (the number of customers eating at the restaurant)
 Customer satisfaction
 Employee turnover
Smartly, the HR leaders started the journey by focusing on these business outcomes—not on the HR process
that they were going to implement.
We conducted two studies – 2017 and 2016 – that assessed how often each of the most commonly measured
employee attitudes (survey categories) were found to be a statistically significant driver of business outcomes.
 Engagement was a driver of business outcomes only 32% and 28% of the time, respectively, underscoring
the critical role that employee experiences, not solely engagement, have on organizational performance.

25. So, instead of focusing on engagement scores, this restaurant chose to make its employee survey
truly business-focused by homing in on four areas:
1. Link employee attitudes directly to their real business outcomes (e.g. customer count and customer
satisfaction)
2. Prioritize interventions that would have the greatest impact on their business outcomes
3. Focus front-line managers on the areas that would improve their business outcomes
4. Show the business impact of improving their key business drivers from the survey

26. PROCESS: LEVERAGING SMARTER ANALYTICS
 A key step in building the analytics process was to align each
restaurant’s employee survey data with its respective customer count
data, customer satisfaction data, and employee turnover data.
 Next, after evaluating their needs, we decided to utilize the most
advanced analytics technique, structural equations modeling (SEM),
because it allowed us to examine the multiple business outcomes
(i.e., customer count, customer satisfaction, and turnover) and
predictors (i.e., the annual survey) simultaneously and control for
measurement error and other extraneous factors.

27.  With SEM, we incorporated all the data and identified which employee survey categories
linked to the three business outcomes. Our next challenge was to message and relay the
results in an impactful way so that leaders would understand what mattered, why it
mattered, and what steps to take next.
 While there are several effective ways this can be achieved, we use our HeatMaps,
These HeatMaps provide a simple visual display of the complex SEM results to create a
clear message for leaders to understand. The HeatMap provides a four-quadrant graphic that
pulls a leader’s attention to what matters most and puts it in the Focus box.
IN THIS QUADRANT, THEY SEE THE ANNUAL SURVEY CATEGORIES (FROM EMPLOYEE SURVEY
DATA) THAT ARE FOUND TO BE KEY DRIVERS OF BUSINESS OUTCOMES (FROM BUSINESS
PERFORMANCE DATA—TOPICS ON THE RIGHT SIDE OF THE HEATMAP) AND THAT THEIR
WORKGROUP HAS A LOW SCORE ON (TOPICS ON THE BOTTOM HALF OF THE HEATMAP).
IF THE EMPLOYEE HAS A LOW SCORE ON ONE OR MORE OF THE KEY DRIVERS OF BUSINESS
OUTCOMES, THE MANAGER NEEDS TO PLACE ATTENTION THERE (MULTIPLE CATEGORIES
WITHIN THE FOCUS BOX).

28. WITH JUST ONE STRAIGHTFORWARD GRAPHIC, MANAGERS EASILY LEARN WHERE TO FOCUS
THEIR TIME, ATTENTION, AND MONEY TO PROVIDE THE LARGEST ROI. PUT SIMPLY, THE
SURVEY CATEGORIES IN THE FOCUS BOX HAVE THE STRONGEST IMPACT ON THE OUTCOMES
OF INTEREST TO THE ORGANIZATION AND HAVE THE GREATEST ROOM FOR IMPROVEMENT.

29. Results
 Outcome Drivers
 For this restaurant chain, the most important drivers of outcomes were Senior
Leaders, Teamwork, Management, Communication, Ethics, and Job Fit.
 The senior team, in collaboration with HR, created and funded comprehensive
initiatives around improving the visibility of senior leaders, the teamwork within and
across their restaurants, management development opportunities, a recommitment
around ethics and values in the organization and a revamp of their hiring
assessment process to improve job fit.

30. ROI Calculation
 We did not stop there though. By identifying the key drivers of customer satisfaction,
customer count, and turnover, this large restaurant chain was able to calculate the expected
ROI if survey scores increased. By calculating the differences in business outcomes between
restaurants that performed well on the key-driver survey categories versus those that scored
poorly, we demonstrated the value of scoring higher on the employee survey.
 Restaurant managers that had an overall mean rating of 4.00 or greater on the six survey key
drivers outperformed their peers. If a manager increased their survey scores on those
categories to above a 4.00, they were likely to see a 16 percent increase in customer
satisfaction, 18,000 more customers a year, and 10% less staff turnover. With this
analysis, HR was able to put a real dollar amount on its strategic initiatives (e.g., recruiting,
hiring, surveying) and demonstrate its value to the rest of the business.

31. THE IMPACT OF THE REVOLVING DOOR
 This organization was able to calculate the stark differences between
restaurants that performed well on turnover (or the “revolving door”)
versus those that didn’t by comparing actual business data.
 As shown in the figure below, the customer counts and customer
satisfaction ratings are significantly higher where turnover is more
under control. This comparison allows HR to put a real dollar figure on
its recruiting, hiring, and turnover initiatives. Business is about making
money so there isn’t a compelling reason for why all companies are not
doing such calculations.

32. Conclusion
 This organization was able to leverage the power of its people data to most
effectively pinpoint where to focus managers at all levels to improve their business
outcomes.
By using analytics to demonstrate that the resources spent on people initiatives would provide true ROI for the
company, these HR leaders were able to serve as true business partners for the company and drive their
bottom-line.
HR leaders continue to struggle with demonstrating the worth and/or showing the ROI of the investments
companies make in their people. How can HR executives expect the C-suite or business owners to approve of
expenditures if the value can’t be clearly depicted with analytics?
Instead, taking a more strategic and business-focused approach to HR initiatives provides benefits to
the organization, HR, and even employees by: