BI

HR-Monitor NL MOD first step to HR-analytics

Support Command - DPOD Trends, Research and Statistics Mr P.J.J. Louvenberg Senior Advisor HRM/BI

Why NL MOD formed Trends, Research and Statistics (TRS):

BI

“Business Intelligence which needs more explanation”

TRS BS 2

“Research that has more impact on decision making” Ministry of Defence HR-Monitor

Programs of Trends, Research and Statistics:

Recruitment and intake

Readiness of units

Personal readiness

Mobility and outflow

Care for Personnel & Organization

3

Ministry of Defence HR-Monitor

HR analytics: from gut feeling to data driven decision making. Phase 5 Data driven HRM Phase 4 Use of analytics Phase 3 Use of metrics Phase 2 Use of raw data Phase 1 Use opinions Opinions are dominating. Decisions are made on gut feeling and experience.

4

Raw structural data is available but very basic and perceived as difficult and hard to use.

Statistics are monitored and used. But metrics overwhelm managers and lead to more questions.

Insight by using analyses relationships, trends and focus groups are identified.


Insights are used to make HRM decisions and used to start action and adapt HRM processes.

HR-monitor P-Kengetallen DEFENSIE

militairen blijven inzetten

7

50

25

8 6 4

Baan & inkomstenzekerheid Werkinhoud

ook bij slachtoffers

(Werk)sfeer

6

44

26

12

8 4

Uitdaging

ook bij terroristische 5 aanslag

Werk-privé balans Bijdrage Vrede & veiligheid Persoonlijke groei Kameraadschap

0

Goede verdiensten Avontuur

0

500

1000

1e keuze Woensdrecht 2% Volkel Utrecht 3% 7%

38

25

1500

2e keuze

16

11 5

% 10

20

30

40

50

helemaal mee eens noch mee eens/ noch mee oneens helemaal mee oneens

Opleidingsmogelijkheden

60

70

80

90 100

mee eens mee oneens weet niet

2000

Bezetting Reservisten CLAS 1 jan 2015 (VTE)

3e keuze

DCR Cliënten actief in begeleiding Leeuwarden 3%

Assen 5%

Amsterdam 7%

NATRES 2.580

Breda 6%

t Harde 14%

Den Haag 9%

Schaarsbergen 10%

Den Helder 4% Oirschot 13%

CMI 357

Enschede 4%

Limburg 4%

Landelijk 3%

MEDI 80

CEE 78

BEH RES 261

Havelte 5%

O-Planning

NATOPS 182 OTCO 10

WERV & SEL Belangstelling Sollicitaties Spijkerbroek Sollicitaties ROC Sollicitaties TOTAAL Aanstelbaren Spijkerbroek Aanstelbaren ROC Aanstelbaren TOTAAL AO 2014 Prognose eind 2014 Δ Plan - Real Δ Jaarplan - Prognose

MANSCH

OO

OFF

TOT MP

BP

TOT DEF

1.691 2.148 1.691 457 457

611 795 611 184 184

341 537 341 196 196

2.643 3.480 2.643 837 837

INSTROOM Spijkerbroek VEVA opleiding Werk naar Werk TOTAAL Jaarplan 2014 Δ Plan - Real

MANSCH 1.106 589 78 1.773

OO 329 200 16 545

OFF 322

TOT MP 1.757 789 122 2.668 3.480 812

Jaarplan 2014 Instroom Spijkerbroek Met ROC Opleiding Instroom TOTAAL Doorstroom naar 1e functie Jaarplan 2014 Δ Plan - Real

MANSCH 1.106 589 1.695 1.540 Onbekend NTB

DOORSTR CONTR DEF BBT -> FPS FPS 1 -> FPS 2 FPS 2 -> FPS 3

MANSCH

DOORSTR RANG DEF Mansch -> OO OO -> OFF

MANSCH

OO

OFF

TOT MP 396 216

UITSTROOM Initiële OPL Spijkerbroek Initiële OPL met ROC Opl Initiële OPL TOTAAL Irregulier Regulier TOTAAL Jaarplan 2014 Δ Plan - Real

MANSCH 601

OO 170

OFF 108

TOT MP 879

601 1.183 110 1.894

170 539 550 1.259

108 190 453 751

879 1.912 1.113 3.904

1.006 90 1.097

879 2.918 1.204 5.001

-3.904

1.097

-2.808

IN/UIT SALDO Instroom TOTAAL Uitstroom TOTAAL Δ In/Uitstroom Jaarplan 2014 Δ Plan - Real

MANSCH 1.773 1.894 -121

TOT MP 2.668 3.904 -1.236 3.480 4.716

BP 827 1.097 -269 1.131 1.400

TOT DEF 3.495 5.001 -1.505 4.611 6.117

1.529

NVT

28 350

OO OFF 329 322 200 529 322 461 243 Onbekend Onbekend NTB NTB OO

OFF

TOT MP 1.757 789 2.546 2.244 Onbekend NTB TOT MP 399 1.666 355

NVT

BP

Organieke Arb.Pl. OPF 1

TOT DEF

827

51.968 827 1.131 304 BP

BP

TOT DEF 399 1.666 355

NVT BP

TOT DEF 396 216

Fysieke inspanning

Nieuwe leefsituatie

-1 -7 -1 -5 -6 -3 -2 -5

Thuisfront

-16 -15 -11

Uitzending

BP

TOT DEF 879

OO 545 1.259 -714

OFF 350 751 -401

-1 -1 -3

-6

-4

5

90,0%

30,0%

33 34

25,0%

28

30 30

35

15,0%

37 37

14 15 18

47 47 38

5,0% 0,0%

29

26

CZSK

CLAS

CLSK

KMAR

Defensie

2010

28,6%

32,0%

13,9%

12,7%

26,0%

2011

27,7%

26,8%

22,7%

15,5%

25,0%

2012

21,6%

24,5%

12,7%

18,3%

21,0%

2013

25,6%

35,0%

12,0%

13,8%

25,8%

2014

32,6%

34,4%

11,8%

18,4%

27,9%

29

17

80,0%

10,0%

30 32 32 14

85,0%

20,0%

14 18 16

-7 -13 -9

35,0%

31

-1 -6 4 -1 -6 5 -1-3 6

Toekomstige functie

Werkrelatie

21 22 18

-13 -13 -9

95,0%

40,0% 32 29 26

7 5

-4 -1-4 -3

Arbeidsvoorwaarden

33

13 15 15

3

Ontwikkeling vulling organiek MP

Ontwikkeling opleidingsverloop per OPCO

37 38

20 25 20

6

-7 -1-4 -3 -5

Werksfeer

Werktijden

3 3

-3

-1 -7 -1 -10 -1 -7

23 24 22

14 13 12

-3 -8 -2 -7 -3 -7

Leidinggeven

Militaire leven

3 4 4

75,0%

57

-1 -11 -2 -9 -3 -7

4 5 7

22 24 21

-1 -7 -1 -8 -1 -10

6 5 3

28

32 35

70,0%

Organieke Arb.Pl. OPF 1

54.259

48.187

50.877

P werkzaam voor Derden OPF 3 = 797

P in Externe Herplaatser OPF 4 = 835

P in Ontslagbescherming OPF 4C = 601

P werkzaam in Agentschappen OPF 7 = 3.268

P in Project OPF 8 = 428 Onbezette arb.pl. 6.164

OPF 2A

OPF 2A

2.959

2.959

Vullingsruimte 2.815

OPF 2A

Totale O-Plafond (uit Formatieplan 2014-2019)

54.927

OpleidingsPlaatsen

OPF 2A

3.015 Surplus 477

2.959 Surplus 477

Totale P-realisatie

52.731

Totale P-Plafond (EJS uit IDU-plan)

53.836

Instroom BP per DO incl. prognose 1200

NVT

%

-19 -16 -17

Organieke Arb. Pl. OPF 1

Personeel op een organieke arb.pl. OPF 1

3.495 4.611 1.116 TOT DEF 1.757 789 2.546 2.244 Onbekend NTB

NVT

P Buiten PERSEX (6.256)

Vacatures 3.906

2.643 3.480 2.643 837 837

1000

800

600

400

200

0

Q2 2014

Q3 2014

Q4 2014

Q1 2015

Q2 2015

25

74

129

150

39

CDC

37

168

257

292

84

BS

12

30

53

7

DMO

1/1/09

1/7/09

1/1/10

1/7/10

1/1/11

1/7/11

1/1/12

1/7/12

1/1/13

1/7/13

1/1/14

1/7/14

1/1/15

MP 83,7%

84,7%

85,1%

86,3%

86,3%

86,9%

87,4%

81,5%

78,0%

76,9%

82,5%

91,4%

91,7%


Q1 2014

6

69

Q3 2015

Q4 2015

78

117

156

168

252

337

4

9

13

5

11

16

21

27

CLSK

19

52

97

149

13

26

39

CLAS

24

39

55

71

16

33

49

Planning IDU

-4 -6

P-Planning

P in PERSEX

NVT

CZSK

-3

P-Realisatie

Overig personeel In Persex

KMAR

Geestelijke inspanning

O-Realisatie

Cumulatief tot 1 januari 2015

In, door en uitstroom (VTE'n)

Aantal VTE

Motiverende aspecten in baan (satisfiers)*

18 21 52 65

8

15

53

70

16

32

48

65

283

566

849

1132

210

420

630

840

What is the HR-monitor: • The goal of the HR-monitor is to inform the political, departmental and military leadership on information on all aspect of the MOD personnel and personnel logistic system. • HR monitor consists of an complete overview of “standard” HR BI and results of Social Studies in tables and graphs including analysis and disclosures. • It is published as a glossy and on the intranet of NL MOD twice a year in sync with formal reports of the MOD to the Dutch parliament.

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The time needed to make the HR-monitor: • • • • • •

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Introduction of PeopleSoft and COGNOS in 2007. Several versions from 2008 to 2011. Restructuring of BI and Research in 2013. First halve 2014 development concept of HR-monitor. August 2014: first publication of HRMonitor. March 2015: Second HR-monitor.


What the NL MOD needed to make a HR-monitor: • Availability of BI and data quality: We needed PeopleSoft and IBM COGNOS BI. • Producing and agreeing to the same statistics: We needed centralization, standard reporting and definitions. • Introducing HR-analytics: We need BI and research to work together. • Commitment by management for the need of a HR-monitor: We needed disagreement, independence and manpower.

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Challenges to publicize the HR-monitor: First time was easy but the second time everybody wanted to be involved: • “Are the research & statistics correct and in sync with other reports”. • Management afraid that information could become known outside the MOD and raise questions from labor unions, media and politicians. • The management is not always interested in the results of the analyses. • HR Management is afraid of loosing control of its (policy) agenda. • Management wants more (detailed) information added. 9


Added value by using HR analytics – case 1: Evaluation of Flexible Personnel System (FPS): An evaluation of the effects and benefits of introducing the FPS-system between 2008 – 2014. TRS was able to provide analysis based on research and statistic trends and analyses. Conclusions of the evaluation: • FPS provide the tool to restructure and quickly adapt the personnel strength and composition of the armed forces • Make your policy goals smart and monitor them.

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Added value by using HR analytics – case 2: Policy change regarding civilian personnel: After announcing significant reduction in personnel in 2011 the number of civilians started to decline quickly. The number one reason: career opportunities.

Detailed predictive HR-analyses resulted in announcing a new policy regarding recruitment, retaining and offering careers within the MOD for civilian personnel.

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Lessons learned: • Assemble a team with the right tools, skills and experience. • Get your statistics in order and accepted. • Start small: use info graphics. • Involve and get commitment of the (top) management when introducing HR analytics products. • Keep promoting your results and educate management in using and trusting HR-analytics. • And be patient……

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The next step:

Comprehensive predictive HRAnalytics

Separate metrics, research & analyses

HR-Monitor 13

HR-Prognoses Ministry of Defence HR-Monitor

Contact information: P.J.J. Louvenberg Senior Advisor HRM/BI Mobile +31653840932

Trends, Research & Statistics (TRS) Support Command. Division Personnel & Organisation.

Personal E-mail: [email protected] Visiting address: Kromhoutkazerne │ Herculeslaan 1│ 3584 AB Utrecht. General E-mail: [email protected] Postal address: Postbus 90004 │ 3509 AA Utrecht.

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BI

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