CBS SIMI Executive Summer School, week 34, 2014 Human Capital Analytics

CBS SIMI Executive Summer School, week 34, 2014

 

Human Capital Analytics

 

 

Why choose this course?

Most companies have accumulated a surfeit of workforce data: HR current and historic data, data from employees’ engagement surveys, customer satisfaction data and other business KPI such as productivity, performance, sales, etc. Yet, but only few could make extensive use of data to drive human capital management decisions. Why so? In addition to the need of owning the Big Data of a reasonable quality, developing a solid ground for evidence-based decisions requires having right people, with the advanced analytical skills and scientific rigor in modeling and interpretation of the results.

The course provides participants with a deep understanding of the nature of human capital analytics and practical toolkit on how to do that. Our goal is to equip the participants with capabilities to measure the impact of human capital on achievement of business goals and based on this to make evidence-based decisions.

 

Who is this course aimed at?

We target managers and administrators working

with internal workforce planning and analysis.

 

 

 

Who are we?

 

Dana2

 

 

 

Philip

 

 

Thomas

Course content

The following topics will be covered during the course:

  • Linking HR to performance
  • How to read meta-analyses
  • Tools for analytics (crash course in basic statistics)
  • How to get executive buy in
  • How to work with company data
  • Data analysis
  • Interpretations of the results
  • Implementation of the changes

Teaching methods

Each day consists of 3 parts:

  • Presentations of the content topics
  • Workshops, based on the participants’ case companies
  • Corporate presentations

 

Course faculty on why you should take this course

  • Dana Minbaeva, Professor in Strategic and Global HRM, Copenhagen Business School

The course is extremely practical. As a part of Human Capital Analytics Group at CBS, I talk to many HR managers who are puzzled, intrigued and challenged with human capital analytics. From my conversations with them, I have come to understand that although we all like these ideas, we face numerous challenges when we start to act. Hence, the aim of the course is address those challenges, provide inspirations and develop a practical toolkit of how to deal with them. In addition, the participants will be trained to be consumers of analytics. After all, the value of strategic HR is not in gathering big data, producing extensive dashboards, or making gigantic spreadsheets. Those things can easily be handled by administrators, IT systems, or external actors. In the analytic revolution, the battle for strategic HR lies in:

  • Changing the mindset, attitudes, and habits associated with the use of evidence for decision making;
  • Asking the right questions, which are those questions that link strategies, people, and performance; and
  • Accepting key responsibilities for implementing change, and for managing the changes in culture, process, behaviors, and capabilities that result from analytic initiatives.
  • Thomas Rasmussen, Vice-President HR Analytics, Shell

Evidenced based HR is here to stay, because it optimizes HR’s contribution to the bottom line. And in practice it is a very powerful approach – also because it aligns well with the language of top management – money and numbers. With extensive IT infrastructure and data, HR no longer has any excuse for not being evidence based – it will not replace intuition and common sense, but supplement

same, and increase HR’s impact. Through the course you will:

  • Understand how HR Analytics works in practice
  • How you go from data & analysis – to influencing decision making and implementing change
  • Considerations for your HR analytics setup – whether you will build or buy
  • Phillip C. Nell, Professor of International Management at Vienna University of Economics and Business, WU

Managers often find themselves overwhelmed either by the prospect of gathering sufficient data to analyze and/or sorting out the information they need from overwhelming amount of data they have at their disposal. After completing this module the participants will also have learned to know where to obtain the necessary information which will enable evidence-based decision making within a company.

After completing this module the student will have learned to

  • move beyond a simple description of data to the analytical statistics
  • understand the power of analytics for the performance of the firm
  • be able analyse data by using appropriate (statistical) software methods
  • understand how MS Excel can be used to go beyond simple statistics
  • be able to ask the important questions when exposed to quantitative results (be able to “talk to the real statistics experts”)

Course faculty bio

Dana Minbaeva (MBA, Ph.D. in Economics and Business Administration) is a Professor of Strategic and Global Human Resource Management at the Department for Strategic Management and Globalization, and the Head of the Ph.D. school in Economics and Management, Copenhagen Business School. Her research on strategic international HRM, knowledge sharing and transfer in multinational corporations has appeared in top international journals. Dana is on Editorial Boards of Human Resource Management, Human Resource Management Journal and Journal of Organizational Effectiveness, People and Performance. She received FUHU Teaching Award 2006 (CBS Best Teacher of the Year), Tietgen Prize 2008 (for the exceptional research efforts) and prestigious JIBS Decade Award 2013 (the most influential paper published in the Journal of International Business Studies ten years prior).

Dana is actively involved in the MBA and executive teaching at CBS (Copenhagen), as well as in ESMT (Berlin), Stockholm School of Economics Russia (St. Petersburg), and KIMEP (Almaty). Previously, she has taught in Kazakhstan, Russia, Lithuania, Kyrgyzstan, Finland and Germany as well as having held visiting research positions in the UK, Ireland, Australia and Canada.

Dana works in close contact with Danish MNCs. In 2008, she carried out the Organizational Audit for Global People and Organization, and later was invited to develop and roll-out the Global HR Strategy 2008-2010 for Chr. Hansen (www.chr-hansen.dk). Last two years, she has been working with Ramboll (www.ramboll.dk) on implementation of Knowledge Management Strategy focusing on the role of group networks in this process. Dana also cooperates with the Group HR of A.P. Moller-Maersk (www.maersk.com) on various global initiatives such as global talent management, performance management and managing diversity. She is a member of the Global Leadership Academy organized by the Dansk Industri (http://di.dk/globalleadershipacademy/Pages/default.aspx). Dana is the founder of the Human Capital Analytics Group: www.cbs.dk/hc-analytics.

Thomas Hedegaard Rasmussen has a Ph.D. in industrial & organizational Psychology, and is Vice President, HR Data & Analytics at Royal Dutch Shell. He has previously led the work with data-based HR & HR Analytics at A.P. Moller – Maersk. Thomas is an International Fellow of The Society of Industrial & Organizational Psychology (SIOP) and participates in the HR Analytics Workgroup led by The Cornell Center for Advanced Human Resource Studies (CAHRS).

Thomas wrote the first book on HR Analytics published in Danish 2013.

Phillip C. Nell is a Professor of International Management at Vienna University of Economics and Business. He is also affiliated with the Department of Strategic Management and Globalization at Copenhagen Business School where he was the Academic Director of the prestigious CEMS Master program.

Phillip holds a European Master of Business Sciences (EMBSc) and a Diplom-Kaufmann from University of Bamberg and ESC Clermont-Ferrand. He received his doctorate and his habilitation from WU Wien.

Before joining academia, Phillip gained considerable industry experience as a consultant with Roland Berger Strategy Consultants. He has conducted projects and research in cooperation with firms such as Walter Bau, Gerresheimer, Kone, Puma, Boehringer Ingelheim, ATB, Nike, and T-Systems as well as non-profit organizations such as Diakonie, giving him lots of insights into practice.

Phillip is widely experienced both in degree-course and executive education. Besides Copenhagen and Vienna, he has taught at ESADE Business School in Spain, Università di Padova, Universität Linz, and at VSE in Prague.

His research interests are centered on the organization of the multinational corporation, the management of subsidiaries, and the role headquarters play in large and complex organizations. Furthermore, he is interested in the role analytics and data management play for strategic decision making and firm performance. His research has been accepted for publication in Strategic Management Journal, Long Range Planning, Journal of International Management, Journal of World Business, and Research Policy among others. He is currently on the editorial board of Journal of International Business Studies, the most important journal in the field of international business.