Huntsville City School District: Workforce Analytics Overview

Key Performance Indicators ? Based on the key performance indicators in the document they provided How do we efficiently Track KPIs?

Kronos Workforce Analytics Imagine a solution that alerted you to problems and guided you to fix them… A solution that alerts you to problems in nice…but only if it then guides you to correct these mistakes so that small problems don’t become large (expensive) issues. Kronos Workforce Analytics

Kronos Workforce Analytics Gives You Actionable Data Web-based Dashboard Purpose of Slide: High Quality Information Contrast Workforce Analytics’ high-quality information to the current state Describe how the Workforce Analytics dashboard provides high-quality information Talking Point: Numerous talking Point are below; focus on those most relevant to the customers’ need On-demand: Web-based access any time, anywhere Consistency: From the frontline manager to the senior executive, a way to drive enterprisewide consistent performance Immediate Guidance: Color-coded indicators immediately direct attention to problem areas Best Practices: Proven, predefined Key Performance Indicators (KPIs) in critical workforce performance categories of OT, Absence, Scheduling, Productivity, & Timeliness Trends: Recent performance in terms of cost (expense) Relationships: Correlation of A to B (in this case, relationship of Absence to Unplanned OT) <CLICK>: “Build” to Expand Dashboard View Redirect: “Consider how performance targets like these, in easily-understood categories like OT or Absenteeism, could drive consistent performance and lower labor cost, across the organization.” Redirect: “If you could provide this kind of insight and visibility to your managers, are they (the managers) good enough to keep cost & performance in line with expectations? Small Issues Don’t Become Large Problems 4

Workforce Analytics Architecture Student Performance Data Budget Data Employee Performance Data Relational Database Analytics Data Mart METADATA Presentation Layer Dashboards Transformation Engine Workforce Timekeeper Workforce Scheduler Workforce Accruals Interactive Analysis Workforce Analytics Architecture diagram. Start with just standard reporting. Move to interactive analysis with Analytics Workforce Central Transactional Database Reports Standard Reports 5

When “Data” Transforms to Insight? Improve Workforce Productivity Control Costs Identify root causes behind performance issues Empower managers to make better choices Align workforce performance to strategic goals – like improved student outcomes and employee satisfaction Gain expense visibility – classroom to district Keep small issues from creating large problems Have district-wide control over costs – expected results, no surprises Purpose of Slide: Introduce Critical Business Issues (CBIs) & Needed Capabilities To describe the capabilities organizations need to (a) improve workforce productivity, and (b) control labor cost as a result. Talking Point: Improve Workforce Productivity Low productivity is time that doesn’t bring expected results. Improving workforce productivity requires: Finding the root causes the true reasons that contribute to low productivity. (Poorly trained workers? Ineffective scheduling? Bad management? Late or missing materials?) Managers that know the reasons why can make better labor choices: Postpone meetings that reduce productivity; modify schedules to get the right workers in the right place; adjust shifts; change the labor mix “Expected results” are the organization’s strategic goals: Like high-quality products, excellent service, or quality care any of which result in profitable revenue. Deeper insight into productivity “connects the dots” to directly align workforce performance (data like punches & worked hours) to the impact on strategic goals Talking Point: Control Labor Cost Controlling labor costs is about staying on budget, & reducing labor expense over time (continuous improvement) Visibility: Know when costs start to creep from the line-level manager to the senior corporate executive Adjustments: Managers can then make the small changes that keep costs in control without the “wide swings” that have a negative impact on quality or service Expected Results: A deep-&-wide (top to bottom/department-to-department) approach keeps costs within budget Valuable Data Makes You Strategic

Leveraging Your Data How can it work for you? Consolidate Information Monitor and Direct the Field Enforce Bring together budget, labor, and analytics data Provide real-time information Provide diagnostics and alerts Monitor weekly/monthly and make adjustments Execute system-wide innovative programs Measure results in real-time Proactively adjust Constant vigilance Information to Change Your Organization 7