Gain leaders’ trust to sharpen the

human capital agenda

Navigate across contexts to create Understand business imperatives,

tangible impact connect people initiatives
 Alumni refer
someone for an
AHLC course

Flagship certificate courses for HR Is the median

professionals participant
experience

Bespoke HR capability journeys for

organizations

Alumni HR leaders
feel empowered are a part of
to drive business our alumni
results community

HR
professionals
have received
training via our
courses
 Comprehensive
Assessment

Assignment

Learning Lab

Online Discussion

E-Learnings

Registration
 Business Required Capabilities and Implications for HR Priorities and Alignment and
1 Strategy 2 Human Capital Strategy 3 Roadmap 4 Readiness 5 Success Measures

Unpacking elements HR and People Initiatives Business Leadership How will we measure
2a Required Organizational Capabilities and Implications 4a
of the business that support the Business Alignment & Readiness the outcomes of the
strategy, not defining and Human Capital strategy human capital
the business with a prioritization of An assessment of organization
Critical questions that identify the key capabilities required strategy and the
strategy. initiatives and sequencing. and leadership readiness for
to drive the business strategy and the relevant implications. portfolio of HR
change in support of the human
program priorities?
Primary Business Start (new initiatives): capital strategy.
Strategy: 2b Human Capital Strategy Components
• ….. Balanced scorecard
• Cost Leadership • ….. items to consider:
Strategic statements that support the business strategy,
• Differentiation establish HR’s focus, identifying key gaps to close. Ideally
Measures that
o Product Continue (or adjust): link to business
a rolling 3-year commitment. • …..
Innovation HR Functional outcomes
• ….. 4b
o Customer Alignment & Readiness • Customer
Intimacy Workforce and Organization Design Stop (not aligned to perspective,
Does the structure and
Other strategy): including: business
Acquisition and Development Total capabilities of the HR function
Considerations: • ….. executives,
support the strategic initiatives?
• Market Dynamics Rewards • ….. employees, and
and Competitive results
Landscape Leadership
Addressing the Funding People HR • Operational/
• Geographic Culture Gap: How to ensure we financial
Expansion have Process Organization effectiveness
• Risk/Regulatory the capital to put towards Design measures for HR
Compliance new initiatives
2c Human Capital Strategy Components
Pressure Sequencing/Roadmap: 1-3 • External
• Execution of year journey mapped with Technology Governance perspectives such
Major Will these strategies increase or impede employee dependencies as benchmarks
Investments/ engagement and how will they align or depart from the
Committed existing employee value proposition? Where are you
Initiative today and what needs to change?
Showcase the robustness of the process
Usage of workforce plans
through which an outcome is achieved

Measure impact of the people or

First year engagement of new hires
business outcomes of any process

Check on input maximization and cost

Cost per hire by source
benefit analysis

Measure the effect of the final output on

New hire performance index by source
the key goals

Predictive forecasting of results through Bench strength talent ratio for critical
underlying assumptions roles

Post activity analysis on an ongoing

Attrition rate analysis
basis to measure change
 Descriptive Predictive Prescriptive
Analytics Analytics Analytics

Understand past and current Workforce

business performance and forecast
make informed decisions. accuracy

Analyze past performance in Prediction

an effort to predict the future
Culture fit for
by examining historical data,
detecting patterns or
new hires Causation
relationships.

Correlation

Help decision maker to Benchmark

Wage bill
identify the optimal
optimization Scorecards & Dashboards
alternative in problems with
model
multiple conflicting criteria.
Anecdotes
 Ability to frame a problem accurately

Reliable Efficient
Data Technology
Ability to discern relationships
and linkages

Leadership HR
Sponsorship Experts

Ability to cut through the complexity

and focus on the essence
Line
Data
Managers
Geeks
Support

Ability to step back from the

problem and think ahead
 Narrative coupled with data gives adequate
context to the audience and helps understand the
importance of a particular insight.

Often interesting insights and outliers are hidden in

data. Visuals applied to data help the audience
Enlighten

look beyond the obvious.

Helping individuals immerse into the experience.

Visuals and narrative together can help influence
and drive change.
 Ensure veracity and accuracy
of data. Identify an effective
and relevant tool Continued cadence will
drive the next evolution
of HR and help partner
on business outcomes

Define the business

impacting critical
talent questions

Keep it simple and action-oriented but

don't compromise the rigor. There are
no short cuts to becoming mature and
doing predictive & prescriptive analytics

• Despite committed • Only 11% employees value • Focus on employee perception • Enable ecosystem to collect
investment, lack of the benefits offered employee benefit preference
• Analyze the changing
effectiveness in benefits data continuously
• 25% of benefits are utilized demographic landscape and
policy. Need to increase
effectively utilization trends vis a vis each • Recommend and realign
benefits utility
benefit policies in a timely manner
 Data Driving
Analysis Insights

Measuring Introduction
Implementing Final
Results in to HR
Analytics Assessment
HR Analytics

Day 1 Day 2 Assessment

Learning journey spanning across two contact classes and a comprehensive online assessment

Participant Handbooks* Online Discussion Boards*

*Active for one year

 Final Assessment

Assignments

Class Participation

Quiz
• Final Assessment can only be taken
after attending all five modules

• Minimum 50% is required in the final

assessment

• At least 50% aggregate score is required to

complete the certification
 Measuring Results in HR
Configure the right kind of metrics to
measure results across the HR value chain

Objectives

• Understand Aon’s Human Capital Strategy Methodology and

link business strategy to your Human Capital Strategy

• Explore how metrics are used to measure results in HR

o Process vs Outcome
o Efficiency vs Effectiveness
o Lead vs Lag
Outcomes
• Learn to configure success measures based on human capital
strategy to measure business impact • End to end performance evaluation of each segment
of the Human Capital Strategy through continuous
process and outcome measurement

• Refine HR programs through efficiency and

effectiveness analysis

• Gain holistic understanding of HR value chain by

using lead and lag measures
 Introduction to HR Analytics
Build a strong foundation to champion and
implement analytics

Objectives

• Explore how business can deliver on business outcomes by

leveraging on analytics

• Analyze the business impact of HR analytics in real business

situations

• Develop an understanding on the 3 main types of analytics and

their appropriate usage in different HR areas Outcomes
o Descriptive Analytics
o Predictive Analytics • Create buy in for HR analytics driven solutions and
o Prescriptive Analytics decisions

• Refresh basic statistics knowledge and understand the key • Drive short, long and medium term results through
statistical tools needed for effective use of analytics effective application of analytics

• Develop strong foundational skills in statistics to

deliver quality results

• Apply analytics maturity model to plan for your HR’s

journey
 Data Analysis
Apply critical thinking to frame hypothesis and
deploy data visualizations

Objectives

• Introduction to the key skills to drive data analysis: critical

thinking and storyboarding

• Frame critical questions to build critical thinking capabilities and

apply them in different HR areas

• Learn about the various data visualization techniques and their

effective utilization using cutting edge tools like Tableau Outcomes

• Create early awareness on the common pitfalls associated with • Approach HR problems with a critical thinking
data visualization mindset and use critical questions to gain relevant
insights; to be used for problem solving

• Develop the foundation blocks of data analysis

through understanding critical thinking and
storyboarding

• Leverage data visualization tools and techniques

effectively and proactively avoid failures
 Driving Insights
Uncover and communicate insights to
provide tangible benefits

Objectives

• Understand the process of forming appropriate hypothesis

• Develop skills to analyze data holistically and draw out trends

and insights

• Understand the art of communicating insights through effective

storyboarding
Outcomes
• Learn to build effective story boards and use them to influence
stakeholders and build buy in for your endeavors • Use hypothesis testing to validate assumptions and
refine proposed plans

• Move from simple data to real insights to drive

outcomes

• Leverage accumulated insights through effective

communication to stakeholders and key influencers
 Implementing Analytics
Build a data driven HR organization by
embedding analytics

Objectives

• Comprehend the features of a data driven organization

• Gain insight into best practices across the HR analytics life

cycle

• Deconstruct the power of big data and understand how can it

be used effectively by organizations to increase predictability in
fulfilling strategic objectives Outcomes

• Create effective HR dashboards to communicate results • Drive and enable a data driven culture in your
organization using key enablers

• Champion HR analytics tools to increase efficiencies

in processes

• Learn key concepts and tools to enable predictive

modelling

• Implement predictive modelling skills to sharpen

forecasting

• Embed analytics DNA in your HR function by using

scorecards
Anandorup Ghose leads Aon Hewitt’s Rewards practice for
South Asia. Prior to this role, he managed several client
relationships in the Middle East, Asia Pacific and India in the
areas of executive compensation design and benchmarking,
long term incentive plan design, sales incentive plan design,
governance structure definition, remuneration committee
advisory etc.

Moreover, he has also worked on some large scale merger

integration projects with clients in the region, primarily in the
field of telecom, financial services and oil and gas. His key
clients include the Aditya Birla Group, Mahindra, Genpact and
Tata Consultancy Services. Anandorup Ghosh
Dean,
Anandorup is a regular speaker at several executive Aon Hewitt
compensation forums in industry associations such as All India Learning Center
Management Association, FICCI, and Anchorage Society for
Human Resource Management.

He is ardent reader of the Economist and whenever time

permits he loves to travel and experience new cultures. Anandorup's Mantra
Culture eats strategy
over breakfast
Peter Drucker
Anurag has pursued a career in Human capital consulting, with
over 13 years in premier organizations like Aon Hewitt and
Mercer Consulting in leadership positions, out of his 15+ years
of professional experience. He currently leads the
Organizational Effectiveness practice for Aon Hewitt.

Pharmaceutical, O&G, Auto, Manufacturing, FMCG, Mining,

Education, Healthcare, eCommerce, Government etc. are a
few of the industries in which he has been advising clients in
the recent past. His experience spans across business
management and talent/people solution thought leadership.
His focus areas range from transformational interventions like
organization structure, leadership assessment & development, Anurag Aman
career architecture, performance systems, rewards, Employee Leader,
Value Proposition to employee engagement and culture etc. Organizational
Effectiveness
He is a regular speaker/panelist at forums such as CII, AIMA,
DMA, NIPM, FICCI, and academic institutions such MDI & IMI,
He is also a visiting faculty at MDI. He is a Hogan Certified
coach and Richard Barrett & Associates accredited Culture
Transformation expert. Anurag’s Mantra
Anurag completed his Post graduate from Tata Institute of Vision without action is
Social Sciences, Mumbai. He is a graduate with Honors in daydreaming and action
Mathematical Statistics from Kirori Mal College, Delhi without vision is a
University. nightmare
Anon
Shivanker Singh leads the pre hiring arm of Aon Hewitt’s
Selection and Assessment business in India. His span of work
at the firm has projects that involve creation of HR strategy,
HR Effectiveness and integrated HR Transformation projects.

In the area of selection and assessment, Shivanker has led

projects for organizations in the QSR and IT/ ITeS industries,
developing competency frameworks and delivering
assessment and selection tools through Aon Hewitt’s online
platform. His expertise lies in the HR analytics involved in the
design and post implementation ROI analysis.

He has also been part of integrated HR Transformation Shivanker Singh

projects for a number of family led enterprises. These projects Lead,
typically include a gamut of interventions, including the design Behavioral
of the organization’s structure, levels, job descriptions, and Assessments,
talent management processes. CoCubes, An Aon
Company

Shivanker is a Mechanical Engineer and an MBA(HR). He also

has a Dual Masters degree in Operations Research (Advanced Shivanker’s Mantra
Analytics) and HR/OD from The Pennsylvania State
University, USA. Data is just like crudeoil, is
valuable, but if unrefined it
cannot be really used
Michael Palmer
Pooja Goenka leads content development at AHLC – Aon
Hewitt Learning Center and looks after content creation and
customization for client projects and public workshops. She
has anchored the development of multiple AHLC courses such
as BEI, Talent Acquisition and HR Analytics.

Prior to Aon Hewitt, she was a Consultant at DDI India. During

her stint at DDI, she managed client projects across the gamut
of talent management ranging from testing solutions, 360
surveys, behavioral interviewing interventions and competency
building to assessment design, implementation, coaching and
succession planning. She also supported the marketing and
business development teams in various initiatives and client Pooja Goenka
interactions. After DDI, she worked as an independent Content Leader,
consultant in the fields of employee engagement, talent Aon Hewitt
management and training facilitation. She has worked with Learning Center
clients across industries such as Manufacturing, IT, Business
Conglomerates and BFSI.

Pooja has a Master’s degree in Human Resources and Labour

Relations from Tata Institute of Social Sciences, Mumbai and a Pooja's Mantra
Bachelor’s degree in Psychology and Organizational Studies
Don’t wait for the
from the University of Michigan. She is certified as a
extraordinary, make
Facilitator, Assessor, BEI Interviewer and Coach. She is also
common occasions great
certified on psychometric inventories such as Hogan and
ADEPT-15. Orison Swett Marden
 Learning Center Course Calendar Terms & Conditions
Classroom sessions Click to view Click to view
16 hours

Online Participant Certification

Discussion Board Handbook Aon Hewitt Certified
Active for one year Pre-reads HR Analytics
5 hours Professional

Connect with us
aonahlc@aohewitt.com
011 39585050 Course Fee (inclusive of taxes)
₹50,000
Participation will be confirmed post payment
Aon AHLC Inquiry Mailbox: aonahlc@aonhewitt.com
Amit Kumar: amit.kumar.29@aonhewitt.com