HRO Today September 2016 - 76

Workforce Management
this, McKesson went through a series of questions:
* Is McKesson recruiting the right talent?
* Is McKesson offering the right mix of benefits, training,
and development to retain talent?
* Do leadership development programs improve
performance?
* Does leadership training lead to a stronger bench of
promotable talent?
In the past, anecdotal evidence was relied on to answer
those questions. Now, it is looked at from a business
perspective to understand the investment in people and
the return on that investment. Then the organization can
target areas for improvement and find ways to maximize
investment.
Understanding Data and Analytics
Anecdotes are ready-made stories that are easy to
share with business leaders. With data, there are only
numbers, often in bits and pieces. But those numbers and
pieces may be interesting and compelling. HR needs to
understand what they mean.
Moving from data collection to analytics and storytelling
requires skills that aren't necessarily akin to HR. Although
the end goal was for everyone in HR to have some
working knowledge of data analytics, McKesson needed
to hire data scientists to analyze the information and
make it actionable. For this position, candidates needed a
strong history of data analysis in the fields of engineering
and finance and careers in data-driven industries rather
than the people-first world of HR. These types of
candidates also needed significant experience working
with numbers and have training in seeing patterns in
data. This would allow them to develop insights based
on those patterns. McKesson looked for candidates with
consultative business acumen and solid communication
skills in order to easily relay the insights.
Data as a Storyteller
To fully round out the approach, an easy-to-use
workforce analytics tool was implemented. The HR team
leverages the technology to create dashboards and
presentations. Bringing raw data to the executive table
doesn't make an impact; analyzed insights complete the
story. Pairing an analytics model and tool with trainings
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HRO TODAY MAGAZINE | SEPTEMBER 2016
that include storytelling with data enables HR to bring
tables and charts to life.
Part of the process requires looking at separate pieces
of data-generation, role, and turnover rate as an
example-and pulling it all together to determine
if there's a retention problem with a certain type of
role and for a particular generation. If the data says
yes, then HR can dig a little deeper to see if there are
similar trends for other generations. There's also the
opportunity to look into additional data to see if there
are different things happening that may affect turnover
rate (in this case). Then HR has a full picture and then can
communicate what is happening and build an action plan
to address it.
Take, for example, diversity and inclusion (D&I). There has
been significant progress in large part thanks to the ability
to understand data. McKesson holds itself accountable
to several D&I goals; with improved data analytics, the
organization is now able to see trends and triggers and
better partner with leaders to ensure the workforce
represents surrounding communities. The ability to see
data in real-time and early allows McKesson to take action
faster and in a way that couldn't be done before.
As most CEOs will happily admit, employees are an
organization's greatest asset. Without a strong foundation
of people, successful companies cannot maintain their
success and competitive edge. Hiring an employee is an
investment, and HR needs to ensure that each hire is
immediately valuable to the company, and will continue
to be valuable two years from now. That means that HR
departments need to be using the same cutting-edge
methods and tools that other areas of the business are
utilizing, including data analysis, to make better-informed
hiring and retention decisions.
Analytics can, at first, seem overwhelming to traditional
HR professionals. Remember that there are already people
out there who are specializing in this field, so hiring them
and applying their analytics insight to assess, inform,
and drive HR strategy is a solid starting point. Finally,
always keep the end goal in mind: using the insights
gained to influence executive decisions regarding people.
Translate the data into business-aligned objectives so
that decision-makers can easily understand how the HR
recommendations will pay dividends. In the end, the entire
organization will benefit from a data-driven HR approach.
Jorge Figueredo is executive vice president and CHRO of McKesson

HRO Today September 2016

Table of Contents for the Digital Edition of HRO Today September 2016

HRO Today September 2016 - 1
HRO Today September 2016 - 2
HRO Today September 2016 - 3
HRO Today September 2016 - 4
HRO Today September 2016 - 5
HRO Today September 2016 - 6
HRO Today September 2016 - 7
HRO Today September 2016 - 8
HRO Today September 2016 - 9
HRO Today September 2016 - 10
HRO Today September 2016 - 11
HRO Today September 2016 - 12
HRO Today September 2016 - 13
HRO Today September 2016 - 14
HRO Today September 2016 - 15
HRO Today September 2016 - 16
HRO Today September 2016 - 17
HRO Today September 2016 - 18
HRO Today September 2016 - 19
HRO Today September 2016 - 20
HRO Today September 2016 - 21
HRO Today September 2016 - 22
HRO Today September 2016 - 23
HRO Today September 2016 - 24
HRO Today September 2016 - 25
HRO Today September 2016 - 26
HRO Today September 2016 - 27
HRO Today September 2016 - 28
HRO Today September 2016 - 29
HRO Today September 2016 - 30
HRO Today September 2016 - 31
HRO Today September 2016 - 32
HRO Today September 2016 - 33
HRO Today September 2016 - 34
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