1. Huntsville City School District: Workforce Analytics Overview

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

3. 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

4. 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

5. 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

6. 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

7. 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