Making talent metrics count

by 05 Jun 2012

Business execution at work

Three years ago, Coca-Cola Enterprises (CCE) began using its performance-management module to help with goal setting and development for its 13,500 US and Western European employees. That change has led to a dramatic transformation of its HR operating model: Thanks to new technology and global common processes across CCE, the company now has a wealth of HR data it is able to use to drive business goals. After building its business intelligence foundation using workforce analytics, the company was able to compile and integrate data, build correlations, use plug-and-play dashboards, and leverage information previously unavailable to them.

Correlating this data has allowed CCE to gain insights at a very granular level and drive actionable improvement strategies. The result: HR and the business are able to zero-in and solve problems quickly and effectively to reduce cost and boost positive impact to production output.

The next frontier for CCE will be to tie business performance data in with its multitude of HR metrics.

 Moving HR forward

Analytics can be overwhelming for HR staffs not used to applying data toward talent management issues. Data passes through every process within an organisation and many HR employees need to determine how best to integrate multiple data sources to enhance business results. It is important that today’s business execution suites are able to act as fully built, ready-to-function analytics solutions. That’s where expertise, along with a pre-built analytics offering, can go deep and make the business connection.

Talent and HR solution vendors claim that they help HR become strategic, but HR leaders who bet on those claims will be disappointed: Talent management and HR technology alone do not make HR strategic. In order to gain greater credibility with executives, HR leaders must be able to deliver fact- and data-based business cases for what they are doing, argue why investing in a specific workforce program will deliver a certain ROI to the business and – when possible – help CEOs prioritise and allocate budgets and resources across business functions for optimal execution and performance. To achieve this outcome, companies must create a Center of Excellence (CoE) in strategic workforce planning and analytics. We must also build the skills in the HR community to interpret the implications of workforce analytics and use this information to formulate HR strategies and HR interventions.

The days of HR strategies, programs and technologies that fail to engage the business and waste precious resources are over. Cloud-based business execution software offers the promise of analytical tools and data-driven solutions that make the connection between HR activities and actual business results. Not only do these software suites help HR executives better perform their jobs, they provide the critical link between traditional HR-functions and achieving business goals.


About the author

Peter Howes is vice president, SuccessFactors, an SAP company

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  • by r_rusterholz 5/06/2012 5:32:40 AM

    Great article and a very good definition of business execution!