For many HR functions, establishing a capability for human capital metrics and analysis is an ongoing journey comprised of several discrete stages of measurement maturity. The continuum begins with the traditional HR function acting primarily as a transactional service provider, increasing its sophistication to enable, partner, and finally drive the business through the implementation of human capital analytics and workforce planning.
Several notable HR functions have made strong progress along the continuum; for others, the perennial challenges of obtaining credible workforce data, sourcing and equipping analytics staff with the appropriate skills, and effectively communicating “need to have” quantitative insights remain.
WellPoint, Inc., the nation’s leading health benefits company (serving the needs of approximately 34 million medical members) has made strong progress in the maturity of its workforce metrics and analytics program, gaining valuable insight into overcoming the challenges listed above. With an employee base of more than 41,000 associates, WellPoint, Inc. is now successfully embedding workforce data into its business decisions and using metrics to evaluate the impact of those actions.
Telling a story that piques the business’ interest versus one that drives action continues to be a challenge for many HR professionals. However, this issue will only increase in magnitude if HR cannot produce stories that combine workforce data and financial implications written in the language that businesses expects= to hear and can understand.
As such, in this presentation, David Ibarra, of WellPoint, Inc.’s HR Metrics and Analytics group, will present real examples of how his team uses data to investigate issues of year turnover and increase senior leaders’ understanding of strategic talent management issues. He will discuss the methodology and techniques his team employed to successfully partner with the business and improve the quality of WellPoint, Inc.’s human capital decision-making.
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