Here are 3 options the VP of HR could consider based on the analytics reviewed: 1. Train existing FTEs in BI to replace contractors and reduce costs, since training wait times are reasonable. 2. Hire more permanent FTEs with BI skills instead of contractors to lower expenses in the long run. 3. Explore rescheduling training courses to quickly build internal BI capacity and minimize reliance on contractors.

1. Human Resource Analytics: Your weapon in
Transforming Complex Data into Business
Decisions
Webinar from Drivestream Academy
March 28th, 2012

2. Welcome to Drivestream
 Global management and technology consulting services. Founded in 2002
 Focus Areas
 PeopleSoft
 Oracle Business Intelligence and Data Warehousing
 Oracle Fusion Applications
 Microsoft Sharepoint Solutions
 Custom Application Development and Maintenance
 Cloud Migration
 Services
 Strategic advice and tactical services for developing, implementing, maintaining and upgrading our
customers’ business applications
 Drivestream’s leadership team has a very strong entrepreneurial & consulting background with many
years of work experience at PWC, IBM, KPMG and other Fortune 500 companies around the world
 Successfully delivered over 400+ projects for some of the world’s largest companies to middle market
customers across industries and geographies

3. Presenters
Arvind has around 15 years of experience primarily in Data Warehousing and Business
Intelligence. In the past, he has worked at PwC, Oracle, Mirant and Merial. Currently, he
heads the Information Management practice in Chennai, India.
Arvind Purushothaman
Vice President,
Information Management
Drivestream, Inc. (India)
Ravi Natarajan has managed multiple successful Data Warehouse implementations at
various Fortune 100 companies. A self-proclaimed researcher and academic with heavy
industry experience, he is the quintessential architect. He is constantly on the lookout for
new ideas and technologies.
Ravi Natarajan
Executive Vice President,
Information Management
Drivestream, Inc. (USA)

4. Agenda
 Human Resources – An asset
 HR evolution
 Common challenges faced by HR executives
 What is HR Analytics
 How is HR Analytics different from transactional reporting
 How HR Analytics address business challenges
 Build vs. Buy
 What is OBIA?
 What is included in OBIA HR Analytics
 Who can benefit from OBIA HR Analytics
 Comprehensive coverage
 HR Analytics – Business case
 Q&A

5. Human Resources: An Asset
 In today’s competitive world, organizations tend to rely on their
intangibles like ‘Customer Relationships’ and ‘Organizational Flexibility’
as their source of competitive advantage
 The biggest intangible often tends to be “Human Resources”
 Many of these intangibles are often viewed as a “Cost” from a
conventional accounting perspective
 Many companies recognize the importance of people, but tend to
manage them as an overhead (minimize cost)
 The challenge lies in measuring performance in terms of a strategic goal
SLIDE 5

6. HR Business Process evolution
LEVEL 4 Intelligence
LEVEL 3 Process • Metrics Driven
• KPI’s Drive Business
LEVEL 2 Transaction • Best-practices Shifts
• End-to-End Process • HCM central to org.
LEVEL 1 Foundation • HR Best Practices Automation performance
• Back Office • Human Capital Mgmt
• HR 101 • Focus: Workforce
Automation implemented Aligns to Priorities
• Manual execution
• Deploy Self Service • Focus: Worker
• Core HRMS
• Focus: Cost Reduction Productivity
• Focus: Day-to-day
Source: www.oracle.com

7. Common HR Challenges
 HR evolving from an administrative to strategic function,
HR as a
strategic needs metrics for tracking
function
 Unable to measure HR programs impact on workforce performance
Effectiveness of
HR programs  Difficult to create a historical profile of the workforce
 Poor metrics to translate employee performance with compensation
 Difficult to understand workforce needs at an enterprise level
Workforce
Planning  Relating compensation, benefits, opportunities with workforce planning
 Drive commitment and performance
 Too much dependence on management-by-spreadsheet; scattered data across
Time lag in data
gathering and multiple systems
reporting
 No single source of the truth

8. What is HR Analytics?
 Analytics includes the processes, technologies, and best practices that
turns data into information that drives business decisions
 HR Analytics refers to the metrics related to HR functions across the
areas of
 Workforce
 Recruitment
 Compensation
 Absence
 Statutory compliance
 Learning Management

9. How is HR Analytics different from Operational reporting?
Operational Reporting Analytical Reporting
Flat – 2 dimensional Multi-dimensional – slice and dice across
dimensions
Individual reports which need to be Metrics go across subject areas
collated
Reactive reporting Pro-active reporting
Need to define “what to see” Pre-defined metrics based on best
practices available
Report is from a single source Reporting can include multiple sources
including 3rd party
Metric definition is not Metric definition is consistent across the
standardized enterprise

10. How does HR Analytics address business challenges?
 HR Analytics provides detailed analysis of HR programs across multiple subject areas –
you can drill down from summary to detailed and across subject areas
 Integrates silos of data from other ERP modules and 3rd party applications into relevant,
actionable and timely insight
 Information delivered through personalized dashboards, metrics and alerts
 All the information is made available in a self-service mode
SLIDE 10

11. Build vs. Buy
Build Buy
Rollout
Define scorecards, KPI’s Quicker deployment
Cost savings
DW design and Lower TCO
development
Rollout Well defined implementation
Define scorecards, KPI’s Uses best practice definitions
Source system analysis DW design and
Pre-built optimized Data
and mapping development
Model
Source system analysis Pre-built adapters to multiple
and mapping sources
SLIDE 11

12. What is OBIA (Oracle Business Intelligence Applications)?
 Pre-built BI application that sources data from transactional systems including Oracle EBS, PeopleSoft,
1 SAP, JD Edwards and Siebel
 Data is loaded to the target OBAW tables using Informatica as the ETL tool
 Pre-built metadata layer that covers all ERP modules and functions
2
 Developed using Oracle Business Intelligence Enterprise Edition (OBIEE) technology
 Web based access to customizable dashboards, KPI’s, reports, alerts
3
 Can be customized to meet unique business needs
1 2 3
Copyright © 2008, Oracle and/or its affiliates. All rights reserved.

13. OBIA modules
Auto Comms & Media Complex Mfg Consumer Sector Energy Financial Services High Tech Insur.. & Health Life Sciences Public Sector Travel & Trans
Service & Procurement & Supply Chain & Human
Sales Marketing Financials
Contact Center Spend OM Resources
Pipeline Analysis Churn Propensity Campaign Supplier Order Linearity A/R & A/P Employee
Scorecard Performance Analysis Productivity
Triangulated Customer Response Rates Spend Orders vs. Available GL / Balance Compensation
Forecasting Satisfaction Analysis Inventory Sheet Analysis Analysis
Sales Team Resolution Rates Product Procurement Backlog Analysis Customer & HR Compliance
Effectiveness Propensity Cycle Times Product Reporting
Profitability
Up-sell / Service Rep Loyalty and Employee Inventory P&L Analysis Workforce
Cross-sell Effectiveness Attrition Expenses Availability Profile
Cycle Time Service Cost Market Basket Quality Fulfillment Status Expense Turnover
Analysis Analysis Analysis Performance Management Trends
Lead Conversion Service Trends Campaign ROI Buyer BOM Analysis Cash Flow Return on
Productivity Analysis Human Capital
Other Operational
Prebuilt adapters:
& Analytic Sources
Oracle BI Suite Enterprise Edition Plus

14. Benefits of OBIA HR Analytics - ANALYSIS AND METRICS
Learning Management BENEFITS
 Enrollment count  Learning score  Provide consistent, integrated insight into the entire talent
 Successful completion rate  Delivered training hours value chain - attracting, retaining, developing, and rewarding
 Enrollment Wait Time  Top enrollments the workforce
 Internal learner count  Longest enrollment wait time
 Optimize organization staffing and contingent labor usage
HR Performance  Gain visibility to employee performance and internal mobility
to engage and develop key talents
 Revenue per employee  Employee benefit expenses
 Contribution per employee  Average cost per employee  Lower costs through reduced turnover and more targeted
recruiting
 Return on Human Capital  Employee overtime expenses
 Contracting expenses  Optimize compensation plans to meet goals while managing
costs
Compensation
 Annual Base Salary  Total Base Compensation
 Min/Mid/Max Annual  Overtime Compensation
 Base Salary  Average Variable
 Comp Ratio Compensation
 Time Since Last Salary  Number of Bonuses
Increase (Days)
 Average Bonus

15. Benefits of OBIA HR Analytics - ANALYSIS AND METRICS
Recruiting Management BENEFITS
 Vacancy Aging  New hire separation  Monitor the efficiency and effectiveness of the entire
 Vacancy Rate  Time to fill
recruitment life cycle
 Vacancy Fill Rate  Time to hire
 Internal hire ratio  Requisition open to Application  Better assess quality of hire by correlating applicant sourcing
 External hire ratio start
with new hire performance and turnover metrics
 Referral hire ratio  Application Start to Offer
Extended
 New hire performance  Proactively mange learning demand and source utilization
Operations  Monitor workforce learning participation & learning results
 Employee Headcount  Mean Performance Rating  Monitor absence trends as a predictor for employee
 Continent Headcount  Length of Service engagement
 Contractor Ratio  Span of Control
 Headcount % change  Time in Job  Forecast employee availability based on planned future absence
 Diversity metrics  Average Contingent events
 Turnover Ratio Placement
Absence Management
 Absence Duration Days  Absence Occurrences
 Notified absence days  Employee Absence Rate
 Unnotified Absence Hours

16. Role-Based Best Practices Provide Relevant and Actionable Insight for Everyone
HR Analytics – Key Objectives and Questions by Role
Becoming the Strategic Business Partner
 What are the key business challenges in the organization?
 What are the workforce issues that can help resolve the business challenges?
 Are we providing line managers with timely information to help them make better people decisions?
HR Business Partners
Better information for Workforce Plan
 What is the total labor spend?
 What is the optimal cost structure for the workforce?
 What is the projected workforce demand to support the business strategy?
Finance
Optimizing Management of Human Capital
 Do I have an agile workforce to meet the demand of the fast-changing world economy?
 What is my talent strategy to support both short-term and long-term business strategy?
 How do my key HR metrics compare to the industry?
VP of HR and CEO
Complete Insight into Historical Workforce Trends
 Am I utilizing continent workers effectively?
 Are we retaining key talents? Are employees adequately trained?
 Have I differentiated the performance of my employees?
Line Managers  How do I engage and motive employees in the turbulent time?

17. Comprehensive Coverage – HR Analytics
• No. of dashboards 9
• No. of dashboard pages 47
• No. of reports 238
• No. of metrics 325
• Human Resource • Learning • Recruitment
Performance • Overview • Overview
• Corporate Contribution • Manage Enrollments • Requisitions
• Effectiveness • Training Results • Vacancy Analysis
• Trends • Delivered Training • Recruitment Pipeline
• Workforce Profile • Absence • Offer Analysis
• Overview • Overview • New Hires
• Staffing • Absence Trends • Applicant Pool
• Demographics • Absence Details • Quality of Hire
• Trends • Absence Calendar • Recruiter Effectiveness
• Workforce Development • Compensation • Requisition Recruitment
• Overview Activities
• Overview • Recruitment Event Details
• Employee Performance • Compensation Analysis
by Supervisor • Candidate Sourcing
• Trends
• Employee Performance
• Pay for Performance
• Supervisor Performance • US Statutory Compliance
• • Retention
Internal Mobility • Overview
• • Overview
Top Performers • EEO Compliance
• • Retention Hotspots
Under Performers • EEO Audit
• Top Performers
• VETS 100
• Trends
• AAP

18. HR Analytics – Business case
 CFO is reviewing the financial metrics of the organization
 The CFO reviews the ‘Return on Human capital’
Return On Human Capital
3
2
Return On
1 Human Capital
0
2011 Q1 2011 Q2 2011 Q3 2011 Q4
Quarter
 CFO asks the VP of HR to explain this especially since the VP had felt that things were going well in
his organization
 The VP of HR reviews the metrics ‘Revenue per employee’ and ‘Contribution per employee’
Employee Productivity
Revenue Per The metrics seem
Employee
contradictory
Contirbution
Per Employee
2011 2011 2011 2011
Q1 Q2 Q3 Q4
SLIDE 18

19. HR Analytics – Business case
 The VP of HR then decides to review some Financial and HR Analytics
 ‘Employee Expenses Trend’ and ‘Key Variable cost drivers’
Employee Expenses Trend Key Variable Cost Drivers
Payroll Amount Payroll Amount
Overtime Amount Overtime Amount
Contracting Expenses
Employee Benefit
Cost
2011 Q1 2011 Q2 2011 Q3 2011 Q4 2011 Q1 2011 Q2 2011 Q3 2011 Q4
Quarter Quarter
Workforce Trends
FTE Growth Rate 1%
FTE FTE Count 503
Prior Period FTE Count 500
Contingent Contingent Growth Rate 15%
Headcount
Contingent Headcount 178
Prior Period Contingent Headcount 150
2011 Q1 2011 Q2 2011 Q3 2011 Q4
Quarter
SLIDE 19

20. HR Analytics – Business case
Options
 The metrics seem to indicate that the contracting costs are higher. An option to reduce
contracting expenses is to hire more FTE’s or train more FTE’s in the new technology.
 The VP of HR reviews the workforce composition metric and understands if there are sufficient
people in the organization with the required skill set who could be trained.
 The VP of HR then looks at the training schedule to see if the seats for the BI course are available
in the near future. (Finance + Learning Management metric).
Longest Average Enrollment Wait time
Workforce Composition
BI Accounting for…
4%
Effective Presentation…
Java
CPR Training Course
PL/SQL
Oracle Basic Communication Skills
HR New Hire Orientation…
Finance Problem Solving and…
BI BI Tools
0 10 20 30
The % of FTE with some BI The waiting time for enrollment
skills is low is also high
SLIDE 20

21. HR Analytics – Business case
Conclusion
The VP of HR sees that they do not have sufficient amount of
people with BI experience who could be trained and the wait
time for BI course is fairly long. Hence, he decides to look at
hiring more FTE from the market.
SLIDE 21

22. OBIA HR/Finance Metrics
Return On Human Capital = Contribution
per Workforce Headcount/Average Cost per
Active Workforce Headcount
SLIDE 22

23. OBIA Learning/HR Metrics
SLIDE 23

24. Q&A
Human Resource Analytics: Your weapon in
Transforming Complex Data into Business Decisions
 Human Resources – An asset Speakers
 HR evolution Arvind Purushothaman
Vice President,
 Common challenges faced by HR executives Information Management
 What is HR Analytics Drivestream, Inc.
Arvind.Purushothaman@drivestream.com
 How is HR Analytics different from
transactional reporting
Ravi Natarajan
 How HR Analytics address business
Executive Vice President,
challenges Information Management
 Build vs. Buy Drivestream, Inc.
Ravi.Natarajan@drivestream.com
 What is OBIA?
 What is included in OBIA HR Analytics
Contact Us
 Who can benefit from OBIA HR Analytics For more information, contact Email:
 Comprehensive coverage marketing@drivestream.com
 HR Analytics – Business case Phone: +1.703.715.0150

25. Thank You
Thank You for attending the webinar
Please register for Part 2 on April 18th
and Part 3 on May 9th
Contact: Arvind Purushothaman Contact: Ravi Natarajan
Email: arvind.purushothaman@drivestream.com Email: ravi.natarajan@drivestream.com
Phone: +1.703.715.0150 x721 Phone: +1.703.715.0150 x535