Description
Ventana Research performed this research for a fee to determine the needs and practices of organizations that use workforce analytics and business intelligence.
Copyright Ventana Research 2008 Do Not Redistribute Without Permission
Workforce Analytics and
Business Intelligence
Understanding and Improving
Workforce Performance
Executive Summary
Aligning Business and I T to I mprove Performance
Ventana Research
6150 Stoneridge Mall Road, Suite 350
Pleasanton, CA 94588
[email protected]
(925) 474-0060
Ventana Research – Workforce Performance Analytics and BI
© Ventana Research 2008 Page 2
VENDOR SPONSOR
MEDIA SPONSORS
Ventana Research – Workforce Performance Analytics and BI
© Ventana Research 2008 Page 3
San Mateo, California
May 2007
Ventana Research performed this research for a fee to determine the needs and
practices of organizations that use workforce analytics and business intelligence. This
document is based on our research and analysis of a quantitative survey administered
via the Web to qualified respondents. Qualification was based upon involvement with
people, processes, technology and information related to workforce activities.
This research was designed to investigate the practices and needs of individuals and
organizations that are trying to improve the performance of their workforce by using
analytics and BI. This research is not intended for use outside of this context and does
not imply that organizations are guaranteed success by using only these results to
improve organizational productivity. Moreover, gaining the most benefit from workforce
analytics and business intelligence requires an assessment of your organization’s
unique needs.
We certify that Ventana Research wrote and edited this report independently, that the
analysis contained herein is a faithful representation of our evaluation based on our
experience with and knowledge of workforce analytics and BI, and that the analysis
and conclusions are entirely our own.
Ventana Research – Workforce Performance Analytics and BI
© Ventana Research 2008 Page 4
Table of Contents
Executive Summary ....................................................................................... 5
What To Do Next ........................................................................................... 6
HR should build competence in workforce BI................................................. 6
Consider complementary approaches to workforce BI. ................................... 6
HR should take business intelligence seriously. ............................................. 7
Build workforce metrics that serve both HR and the organization. .................... 7
Improve accessibility and cycle time to generate and deliver metrics. .............. 7
Assess needs of the sales organization for workforce analytics and BI. ............. 8
Involve HR and executive management in building a business case for workforce
analytics and BI investments...................................................................... 8
How Ventana Research Can Help...................................................................... 9
Ventana Research – Workforce Performance Analytics and BI
© Ventana Research 2008 Page 5
Executive Summary
Managing the effectiveness of an organization’s workforce is one of the most critical
performance management objectives for this decade – and, we anticipate, for future
decades as well. Strategic analysis of information about an organization’s workforce
can improve its performance. It is important to understand that this is not a narrowly
focused task for the human resources department; the entire organization can achieve
maximum effectiveness from its employees by applying workforce management across
all functions and organizational groups.
To date, most large organizations have not derived full value from their human capital
because they do not measure its performance or give workforce performance
management the priority it deserves in their HR, IT and finance departments, as well
as at the executive management level. In part, this is because the necessary tools
haven’t been readily available. Software vendors that provide systems to support
recruitment, compensation, benefits, pensions and other common human resource
issues have automated these tasks well. However, they have not done well at helping
to improve workforce effectiveness – at least in part because they do not seem to
grasp the importance of measuring the performance of the workforce in pursuit of
corporate goals and objectives.
Ventana Research undertook this research study to evaluate the current state of
automation and examine practices regarding the use of analytics and business
intelligence (BI) in workforce performance management. The study examines tools
used today, the areas of workforce performance in which they are used and their
effectiveness.
We conducted the study over the Internet and promoted it to human resources
managers, IT professionals and managers of various functional groups in enterprise
organizations, through Ventana Research’s media partners and our membership
community. A total of 298 respondents qualified for the study and completed the
survey. Most respondents are located in North America, but the sample represented a
variety of industries, business units and job titles. More than one-third of the
respondents work in Human Resources, and nearly one-third work in Finance or IT.
We defined the issues involved in the study as those ensuring that the organization’s
human capital resource is an element of its overall business performance management.
One set of goals was to understand how accessible workforce metrics are, to whom
they are accessible and in what cases they are not accessible and why that is so. We
also designed the study to determine whether organizations can improve workforce
performance using analytics and to analyze the maturity of workforce performance
analytics using our Ventana Research Maturity Model
TM
.
The results of this research reveal a disturbing lack of maturity in the use of analytics
and BI to measure workforce performance. The analysis of overall maturity showed
only a few organizations to be at the highest level of maturity, a result influenced by
the very small number of respondents who indicated that they use workforce
performance analytics and said they were satisfied with them. One striking finding of
our research is that a large number of respondents did not rate improving workforce
metrics as being very important.
We also found that many respondents with functional responsibility for HR are
dissatisfied with the support they get from their IT groups – in contrast to people from
Ventana Research – Workforce Performance Analytics and BI
© Ventana Research 2008 Page 6
IT groups, who said they give HR sufficiently high priority. Supporting the overall
results is the finding that vendors of enterprise resource planning (ERP) systems and
human resources management system (HRMSs) are not delivering enough functionality
to satisfy customers’ needs for workforce performance analytics and BI; this forces
users to do their analysis with desktop tools instead. While useful in many cases,
desktop tools make inaccessible the metrics required by groups not directly using
them; and even where the metrics are accessible, they may not be so on a sufficiently
timely basis to satisfy the performance management needs of HR or operational
management.
Most workforce metrics used today are traditional ones, such as compensation,
budgeting and goals and objectives. However, newer measures are coming into wider
use and require technology support if they are to be properly tracked, analyzed and
used to evaluate and optimize workforce performance.
This study also shows that companies are both willing and ready to improve their use
of workforce analytics and BI in order to measure worker performance. Nearly two-
thirds of the respondents are aware of the limitations of their existing systems, and
half of the organizations represented in the study have projects under way to address
them. In organizations where the need is recognized but projects are not under way or
planned, the barrier to improvement is invariably a lack of executive sponsorship for
improving the state of analytics and BI in workforce performance measurement.
There is a clear opportunity for ERP and HRMS vendors to step up at many
organizations, as well as for organizations to call on these companies to deliver quality
software that will fulfill their needs for workforce BI and analytics. Fewer than half of
the respondents with ERP systems in place said that they also had an HRMS module
deployed within the ERP, and less than one-third said that they use an HRMS system.
Likewise, vendors of general-purpose BI applications have an opportunity to tune their
products for this emerging market.
What To Do Next
HR should build competence in workforce BI.
Only half of respondents with HR titles said that they have the requisite skills to
develop the analytics and metrics needed to provide workforce information to the
organization. Since more than two-thirds of HR organizations are not satisfied with
their workforce metrics and more than half do not have access to workforce metrics,
HR and the entire organization face significant challenges to manage and improve
workforce performance. HR organizations need to develop competence in BI to support
finance and operations groups and must work with IT to establish the right technology
and information to support their efforts. Finance organizations should support HR’s
efforts to establish that competence and build a business case to support operations
and demonstrate the need for workforce analytics and BI and metrics.
Consider complementary approaches to workforce BI.
While close to three-fifths of large organizations have deployed an ERP system with an
HRMS component and even more have a dedicated HRMS, these application suites
were not designed for BI and to provide timely access to workforce metrics. No matter
whether HR or IT manages the project, the organization must address the suitability of
Ventana Research – Workforce Performance Analytics and BI
© Ventana Research 2008 Page 7
existing systems and recognize the importance of BI for meeting the organization’s
needs. Only 43 percent of organizations use an HRMS to access workforce metrics, and
this is also the strongest point of dissatisfaction with existing HRMS deployments. Most
organizations as a result use spreadsheets, reports and e-mail to supplement their
HRMS and ERP systems for workforce metrics and analysis. Define your business
requirements and measure the time intervals for getting workforce metrics to
determine whether ERP and HRMS systems can do the job well enough.
HR should take business intelligence seriously.
The fact that more than half of HR organizations do not use dedicated workforce
analytics or BI technology is directly correlated to their lack of metrics and the long
time it takes to generate them. Our research found that more than three in five
respondents recognize the limitations that exist on the way they address workforce
performance, and half of all respondents have projects under way to address current
deficiencies. There is need for BI capabilities: Two-thirds of organizations are using
new technology, but many of them are choosing custom-built systems and HRMS,
which are not tuned for workforce BI and metrics. Current releases of BI products have
capabilities such as dashboards, scorecards, reports, portals and search capabilities
built in. HR organizations should determine whether their projects and tools will in fact
meet their needs, as well as those of Finance and Operations; all need easier
accessibility and faster turnaround for workforce metrics.
The use of personal productivity tools, particularly spreadsheets and Microsoft Office,
may seem cost-effective, but these tools have limited abilities to support workforce
performance processes. To improve, HR will need to assess its IT environment and
determine how to use BI technology to meet those performance management
requirements.
Build workforce metrics that serve both HR and the organization.
While traditional HR measures of workforce performance – compensation, budgeting
and goals and objectives – are the most common, demand is increasing for new
measures including competency, workforce planning and aging, and succession
management. ERP and HRMS systems will not be able to handle the new metrics any
better than the old. As well, to meet the number-one need for workforce performance
management – to link metrics and KPIs to goals and objectives as a way to determine
the company’s ability to reach performance targets – requires a solid repository of
metrics. Finance organizations should support HR in building a metrics repository to
which it can apply BI to monitor and manage workforce costs and assess performance.
Improve accessibility and cycle time to generate and deliver metrics.
The lack of accessibility and the time it takes to generate and deliver metrics are
significant problems for workforce performance processes. HR organizations need to
move beyond the use of spreadsheets and e-mail and invest in BI tools that will reduce
the time it takes to access that information and the risk of not having precisely the
information required to manage and improve workforce performance. Our research
shows that HR organizations currently addressing these requirements in new projects
are depending on custom-built solutions or an HRMS; historically these have not
yielded comprehensive, effective solutions to the problem. If HR is going to be a leader
in workforce performance, it must build the skills sets it needs and explore the
potential of BI. That may be done simply by examining how other parts of the
organization are employing BI.
Ventana Research – Workforce Performance Analytics and BI
© Ventana Research 2008 Page 8
Assess needs of the sales organization for workforce analytics and BI.
This research found that when it comes to workforce BI and metrics, sales
organizations need more support from HR. Sales-associated respondents reported they
are dissatisfied with their limited access to and the untimeliness of workforce metrics;
more than three-quarters of them said that limitations in workforce BI are important
enough to address in the next 12 to 18 months. Sales organizations are growing
increasingly savvy in their use of technology for their own purposes, so HR
organizations should determine how to support their efforts more proactively. Sales
has its own specific needs in hiring, compensation, learning, goals and objectives –
needs that do not always match those of the rest of the organization. HR should view
Sales as a potential partner in building competence in workforce performance analytics
and BI.
Involve HR and executive management in building a business case for
workforce analytics and BI investments.
Our research shows that the top reason for not using analytics and BI to improve
workforce performance is the lack of investment to do so. It should not be difficult to
build a business case for investment, since many organizations are dissatisfied with
their workforce metrics. However, it may be harder to change the direction of
organizations building custom applications to acquire these capabilities or trying to get
them from their HRMS. HR should work to build a business case based on reducing the
time and costs of creating availability to workforce metrics and the risk of not having
them. Be sure to enlist an authoritative sponsor from among senior management. Seek
best practices from the industry and existing mature BI deployments in your
organization to use for guidance on how to address workforce performance
requirements.
Assess your workforce performance maturity and avoid being a statistic.
The Ventana Research maturity assessment in this research found HR lagging
significantly in technology and information to support the people and workforce
processes. We suggest that you assess your organization to ensure that you are not
following the majority of organizations down a path of nonalignment, and
dissatisfaction. Assessing your maturity will help you determine the logical next steps
for improving your workforce performance.
Ventana Research – Workforce Performance Analytics and BI
© Ventana Research 2008 Page 9
How Ventana Research Can Help
Ventana Research helps organizations develop, execute and sustain a Performance
Management program that aligns people, process, information and technologies
essential for success. As an objective, trusted advisor we are your insurance that your
Performance Management initiatives drive immediate and long-term improvements to
your business.
We offer a variety of customizable Performance Services to meet your specific needs
including workshops, assessments and advisory services. Our workshops, led by
analysts with more than 20 years of experience, provide a great starting point to learn
about hot Performance Management topics – from Compliance to Business Intelligence
to building a Performance Management strategy and driving adoption of best
practices. We also offer tailored assessment services to help you connect the business
and technology phases of your project by leveraging our research foundation and
Performance Management methodology. We also deliver access to our analysts for
trusted and objective advisory services on an as-needed basis to help you keep up with
market trends, technologies and best practices.
Everything at Ventana Research begins with our focused research on Performance
Management. We work with thousands of organizations worldwide – conducting
research and analyzing market trends, best practices and technologies with the
purpose of helping our clients improve the efficiency and effectiveness of their
organizations.
Through our Performance Management Community, we also provide opportunities for
professionals to share challenges, best practices and methodologies. Sign up for Basic
membership to www.ventanaresearch.com and gain access to our monthly
Performance Management newsletter and learn about upcoming educational and
networking events – such as webinars, conferences and network roundtables – in your
area. We also offer the following membership levels to view entire research notes for
expert advice and recommendations:
Premium membership: For business and IT professionals* interested in full access to
our research notes - including assessments of market impact and recommendations on
technologies and trends.
Premium Plus membership: Get full access to research notes plus a two-hour
inquiry with our analysts on your specific strategy, technology and implementation
questions, as well as one research report and other exclusive content such as white
papers and presentations.
To learn more about Ventana Research services – including workshops, assessments
and advisory services – please contact [email protected].
*Premium Community membership is for end-user professionals. Additional services are available for
solution providers, software vendors, consultants and systems integrators.
The full research report, including the detailed maturity model analysis and question by question
examination, is available for purchase through Ventana Research at 925- 474- 0060 or by
contacting [email protected]. For a list of research available visit
www.ventanaresearch.com/ research.
doc_372610257.pdf
Ventana Research performed this research for a fee to determine the needs and practices of organizations that use workforce analytics and business intelligence.
Copyright Ventana Research 2008 Do Not Redistribute Without Permission
Workforce Analytics and
Business Intelligence
Understanding and Improving
Workforce Performance
Executive Summary
Aligning Business and I T to I mprove Performance
Ventana Research
6150 Stoneridge Mall Road, Suite 350
Pleasanton, CA 94588
[email protected]
(925) 474-0060
Ventana Research – Workforce Performance Analytics and BI
© Ventana Research 2008 Page 2
VENDOR SPONSOR
MEDIA SPONSORS
Ventana Research – Workforce Performance Analytics and BI
© Ventana Research 2008 Page 3
San Mateo, California
May 2007
Ventana Research performed this research for a fee to determine the needs and
practices of organizations that use workforce analytics and business intelligence. This
document is based on our research and analysis of a quantitative survey administered
via the Web to qualified respondents. Qualification was based upon involvement with
people, processes, technology and information related to workforce activities.
This research was designed to investigate the practices and needs of individuals and
organizations that are trying to improve the performance of their workforce by using
analytics and BI. This research is not intended for use outside of this context and does
not imply that organizations are guaranteed success by using only these results to
improve organizational productivity. Moreover, gaining the most benefit from workforce
analytics and business intelligence requires an assessment of your organization’s
unique needs.
We certify that Ventana Research wrote and edited this report independently, that the
analysis contained herein is a faithful representation of our evaluation based on our
experience with and knowledge of workforce analytics and BI, and that the analysis
and conclusions are entirely our own.
Ventana Research – Workforce Performance Analytics and BI
© Ventana Research 2008 Page 4
Table of Contents
Executive Summary ....................................................................................... 5
What To Do Next ........................................................................................... 6
HR should build competence in workforce BI................................................. 6
Consider complementary approaches to workforce BI. ................................... 6
HR should take business intelligence seriously. ............................................. 7
Build workforce metrics that serve both HR and the organization. .................... 7
Improve accessibility and cycle time to generate and deliver metrics. .............. 7
Assess needs of the sales organization for workforce analytics and BI. ............. 8
Involve HR and executive management in building a business case for workforce
analytics and BI investments...................................................................... 8
How Ventana Research Can Help...................................................................... 9
Ventana Research – Workforce Performance Analytics and BI
© Ventana Research 2008 Page 5
Executive Summary
Managing the effectiveness of an organization’s workforce is one of the most critical
performance management objectives for this decade – and, we anticipate, for future
decades as well. Strategic analysis of information about an organization’s workforce
can improve its performance. It is important to understand that this is not a narrowly
focused task for the human resources department; the entire organization can achieve
maximum effectiveness from its employees by applying workforce management across
all functions and organizational groups.
To date, most large organizations have not derived full value from their human capital
because they do not measure its performance or give workforce performance
management the priority it deserves in their HR, IT and finance departments, as well
as at the executive management level. In part, this is because the necessary tools
haven’t been readily available. Software vendors that provide systems to support
recruitment, compensation, benefits, pensions and other common human resource
issues have automated these tasks well. However, they have not done well at helping
to improve workforce effectiveness – at least in part because they do not seem to
grasp the importance of measuring the performance of the workforce in pursuit of
corporate goals and objectives.
Ventana Research undertook this research study to evaluate the current state of
automation and examine practices regarding the use of analytics and business
intelligence (BI) in workforce performance management. The study examines tools
used today, the areas of workforce performance in which they are used and their
effectiveness.
We conducted the study over the Internet and promoted it to human resources
managers, IT professionals and managers of various functional groups in enterprise
organizations, through Ventana Research’s media partners and our membership
community. A total of 298 respondents qualified for the study and completed the
survey. Most respondents are located in North America, but the sample represented a
variety of industries, business units and job titles. More than one-third of the
respondents work in Human Resources, and nearly one-third work in Finance or IT.
We defined the issues involved in the study as those ensuring that the organization’s
human capital resource is an element of its overall business performance management.
One set of goals was to understand how accessible workforce metrics are, to whom
they are accessible and in what cases they are not accessible and why that is so. We
also designed the study to determine whether organizations can improve workforce
performance using analytics and to analyze the maturity of workforce performance
analytics using our Ventana Research Maturity Model
TM
.
The results of this research reveal a disturbing lack of maturity in the use of analytics
and BI to measure workforce performance. The analysis of overall maturity showed
only a few organizations to be at the highest level of maturity, a result influenced by
the very small number of respondents who indicated that they use workforce
performance analytics and said they were satisfied with them. One striking finding of
our research is that a large number of respondents did not rate improving workforce
metrics as being very important.
We also found that many respondents with functional responsibility for HR are
dissatisfied with the support they get from their IT groups – in contrast to people from
Ventana Research – Workforce Performance Analytics and BI
© Ventana Research 2008 Page 6
IT groups, who said they give HR sufficiently high priority. Supporting the overall
results is the finding that vendors of enterprise resource planning (ERP) systems and
human resources management system (HRMSs) are not delivering enough functionality
to satisfy customers’ needs for workforce performance analytics and BI; this forces
users to do their analysis with desktop tools instead. While useful in many cases,
desktop tools make inaccessible the metrics required by groups not directly using
them; and even where the metrics are accessible, they may not be so on a sufficiently
timely basis to satisfy the performance management needs of HR or operational
management.
Most workforce metrics used today are traditional ones, such as compensation,
budgeting and goals and objectives. However, newer measures are coming into wider
use and require technology support if they are to be properly tracked, analyzed and
used to evaluate and optimize workforce performance.
This study also shows that companies are both willing and ready to improve their use
of workforce analytics and BI in order to measure worker performance. Nearly two-
thirds of the respondents are aware of the limitations of their existing systems, and
half of the organizations represented in the study have projects under way to address
them. In organizations where the need is recognized but projects are not under way or
planned, the barrier to improvement is invariably a lack of executive sponsorship for
improving the state of analytics and BI in workforce performance measurement.
There is a clear opportunity for ERP and HRMS vendors to step up at many
organizations, as well as for organizations to call on these companies to deliver quality
software that will fulfill their needs for workforce BI and analytics. Fewer than half of
the respondents with ERP systems in place said that they also had an HRMS module
deployed within the ERP, and less than one-third said that they use an HRMS system.
Likewise, vendors of general-purpose BI applications have an opportunity to tune their
products for this emerging market.
What To Do Next
HR should build competence in workforce BI.
Only half of respondents with HR titles said that they have the requisite skills to
develop the analytics and metrics needed to provide workforce information to the
organization. Since more than two-thirds of HR organizations are not satisfied with
their workforce metrics and more than half do not have access to workforce metrics,
HR and the entire organization face significant challenges to manage and improve
workforce performance. HR organizations need to develop competence in BI to support
finance and operations groups and must work with IT to establish the right technology
and information to support their efforts. Finance organizations should support HR’s
efforts to establish that competence and build a business case to support operations
and demonstrate the need for workforce analytics and BI and metrics.
Consider complementary approaches to workforce BI.
While close to three-fifths of large organizations have deployed an ERP system with an
HRMS component and even more have a dedicated HRMS, these application suites
were not designed for BI and to provide timely access to workforce metrics. No matter
whether HR or IT manages the project, the organization must address the suitability of
Ventana Research – Workforce Performance Analytics and BI
© Ventana Research 2008 Page 7
existing systems and recognize the importance of BI for meeting the organization’s
needs. Only 43 percent of organizations use an HRMS to access workforce metrics, and
this is also the strongest point of dissatisfaction with existing HRMS deployments. Most
organizations as a result use spreadsheets, reports and e-mail to supplement their
HRMS and ERP systems for workforce metrics and analysis. Define your business
requirements and measure the time intervals for getting workforce metrics to
determine whether ERP and HRMS systems can do the job well enough.
HR should take business intelligence seriously.
The fact that more than half of HR organizations do not use dedicated workforce
analytics or BI technology is directly correlated to their lack of metrics and the long
time it takes to generate them. Our research found that more than three in five
respondents recognize the limitations that exist on the way they address workforce
performance, and half of all respondents have projects under way to address current
deficiencies. There is need for BI capabilities: Two-thirds of organizations are using
new technology, but many of them are choosing custom-built systems and HRMS,
which are not tuned for workforce BI and metrics. Current releases of BI products have
capabilities such as dashboards, scorecards, reports, portals and search capabilities
built in. HR organizations should determine whether their projects and tools will in fact
meet their needs, as well as those of Finance and Operations; all need easier
accessibility and faster turnaround for workforce metrics.
The use of personal productivity tools, particularly spreadsheets and Microsoft Office,
may seem cost-effective, but these tools have limited abilities to support workforce
performance processes. To improve, HR will need to assess its IT environment and
determine how to use BI technology to meet those performance management
requirements.
Build workforce metrics that serve both HR and the organization.
While traditional HR measures of workforce performance – compensation, budgeting
and goals and objectives – are the most common, demand is increasing for new
measures including competency, workforce planning and aging, and succession
management. ERP and HRMS systems will not be able to handle the new metrics any
better than the old. As well, to meet the number-one need for workforce performance
management – to link metrics and KPIs to goals and objectives as a way to determine
the company’s ability to reach performance targets – requires a solid repository of
metrics. Finance organizations should support HR in building a metrics repository to
which it can apply BI to monitor and manage workforce costs and assess performance.
Improve accessibility and cycle time to generate and deliver metrics.
The lack of accessibility and the time it takes to generate and deliver metrics are
significant problems for workforce performance processes. HR organizations need to
move beyond the use of spreadsheets and e-mail and invest in BI tools that will reduce
the time it takes to access that information and the risk of not having precisely the
information required to manage and improve workforce performance. Our research
shows that HR organizations currently addressing these requirements in new projects
are depending on custom-built solutions or an HRMS; historically these have not
yielded comprehensive, effective solutions to the problem. If HR is going to be a leader
in workforce performance, it must build the skills sets it needs and explore the
potential of BI. That may be done simply by examining how other parts of the
organization are employing BI.
Ventana Research – Workforce Performance Analytics and BI
© Ventana Research 2008 Page 8
Assess needs of the sales organization for workforce analytics and BI.
This research found that when it comes to workforce BI and metrics, sales
organizations need more support from HR. Sales-associated respondents reported they
are dissatisfied with their limited access to and the untimeliness of workforce metrics;
more than three-quarters of them said that limitations in workforce BI are important
enough to address in the next 12 to 18 months. Sales organizations are growing
increasingly savvy in their use of technology for their own purposes, so HR
organizations should determine how to support their efforts more proactively. Sales
has its own specific needs in hiring, compensation, learning, goals and objectives –
needs that do not always match those of the rest of the organization. HR should view
Sales as a potential partner in building competence in workforce performance analytics
and BI.
Involve HR and executive management in building a business case for
workforce analytics and BI investments.
Our research shows that the top reason for not using analytics and BI to improve
workforce performance is the lack of investment to do so. It should not be difficult to
build a business case for investment, since many organizations are dissatisfied with
their workforce metrics. However, it may be harder to change the direction of
organizations building custom applications to acquire these capabilities or trying to get
them from their HRMS. HR should work to build a business case based on reducing the
time and costs of creating availability to workforce metrics and the risk of not having
them. Be sure to enlist an authoritative sponsor from among senior management. Seek
best practices from the industry and existing mature BI deployments in your
organization to use for guidance on how to address workforce performance
requirements.
Assess your workforce performance maturity and avoid being a statistic.
The Ventana Research maturity assessment in this research found HR lagging
significantly in technology and information to support the people and workforce
processes. We suggest that you assess your organization to ensure that you are not
following the majority of organizations down a path of nonalignment, and
dissatisfaction. Assessing your maturity will help you determine the logical next steps
for improving your workforce performance.
Ventana Research – Workforce Performance Analytics and BI
© Ventana Research 2008 Page 9
How Ventana Research Can Help
Ventana Research helps organizations develop, execute and sustain a Performance
Management program that aligns people, process, information and technologies
essential for success. As an objective, trusted advisor we are your insurance that your
Performance Management initiatives drive immediate and long-term improvements to
your business.
We offer a variety of customizable Performance Services to meet your specific needs
including workshops, assessments and advisory services. Our workshops, led by
analysts with more than 20 years of experience, provide a great starting point to learn
about hot Performance Management topics – from Compliance to Business Intelligence
to building a Performance Management strategy and driving adoption of best
practices. We also offer tailored assessment services to help you connect the business
and technology phases of your project by leveraging our research foundation and
Performance Management methodology. We also deliver access to our analysts for
trusted and objective advisory services on an as-needed basis to help you keep up with
market trends, technologies and best practices.
Everything at Ventana Research begins with our focused research on Performance
Management. We work with thousands of organizations worldwide – conducting
research and analyzing market trends, best practices and technologies with the
purpose of helping our clients improve the efficiency and effectiveness of their
organizations.
Through our Performance Management Community, we also provide opportunities for
professionals to share challenges, best practices and methodologies. Sign up for Basic
membership to www.ventanaresearch.com and gain access to our monthly
Performance Management newsletter and learn about upcoming educational and
networking events – such as webinars, conferences and network roundtables – in your
area. We also offer the following membership levels to view entire research notes for
expert advice and recommendations:
Premium membership: For business and IT professionals* interested in full access to
our research notes - including assessments of market impact and recommendations on
technologies and trends.
Premium Plus membership: Get full access to research notes plus a two-hour
inquiry with our analysts on your specific strategy, technology and implementation
questions, as well as one research report and other exclusive content such as white
papers and presentations.
To learn more about Ventana Research services – including workshops, assessments
and advisory services – please contact [email protected].
*Premium Community membership is for end-user professionals. Additional services are available for
solution providers, software vendors, consultants and systems integrators.
The full research report, including the detailed maturity model analysis and question by question
examination, is available for purchase through Ventana Research at 925- 474- 0060 or by
contacting [email protected]. For a list of research available visit
www.ventanaresearch.com/ research.
doc_372610257.pdf