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• Payroll Registers and Reconciliation
• Benefits Enrollment
• Overtime Reports
• Vacant positions
• Compliance and auditing reports to identify missing data or null values
• Action or Incident reporting
Analytics, on the other hand, are not designed to be transactional, and include summarized information that is not real-time; it is pulled from a data repository or
warehouse on a scheduled basis - like monthly or quarterly, for example. The data included in analytics is not necessarily designed to drive the business on a daily
basis; it’s generally used to plan for the future. Transactional information is not a focus; the main objective is answering key business strategy questions using data
from all areas of the organization, which is used to shed insights into workforce impact on the business. Sample Analytics includes asking questions such as:
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$
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What is your revenue per employee? Is it higher
How does your headcount per unit of
How many dollars of operating profit
What percentage of your operating
than your competitors? How does it vary across
production compare to that of your
are generated for every dollar invest-
expenses is invested in compensation
lines of business or geographies?
direct competitors?
ed in compensation and benefits?
and benefits?
REPORTING VS. ANALYTICS
Rel-time transactions used to run the business
Right thissecond and today
Transactional, operational and individual detail
HRIS, Coe, Managers
97% of time spent
“I need a report shwing how many EE,s terminated employment so far this
week and their names and their supervisors contact information.”
Aggregate historical data from engagement surveys,financial ledgers and
talent/learning systems
Planning for tomorrow
Aggregate, Ratios, Trends
C-Suite, LoB Leaders
Les than 1% time spent
“I need to show my CEO ow employee engagement correlates to revenue
over the last 3 years, then identify thedrivers of engagement”
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