People Analytics

Managing processes pro-actively based on hard facts

Customised Dashboards with links to the top- and bottom line are a strong basis to gain value out of all people management processes end-to-end

It is important to keep a clear focus what to reach with analytics and a dashboard – both are actually complementing each other in a very strong way if applied right. Our approach is context-sensitive (definitely not ‘one size fits all’) and focuses on what supports the company strategy and success best.

The logical starting point in most projects is the dashboard, focusing on the business needs with high value creating indicators. Based on that design it is easier to shape the IT in the right way providing the required data. On the other side, and based on the measurement results, analytics kick in and explain deviations and fine-tuning actions.

What to expect from a dashboard:

  • Get full control on all people management processes
  • Get into the driver seat while working with line managers
  • Show value HR adds to the company success
  • Govern even large diversified groups with many independent units (and often even different processes)
  • Unify language within larger groups and enhance internal best practice transfer
  • Structure all raw data fields you need in current or to-be-implemented IT systems

What is crucial to consider while developing a dashboard:

  • Define only high value creating metrics (this is know-how F-Top Institute has gathered over the last 20 years), the rest is maximum interesting as statistics
  • Define clear target ranges (The F-Top benchmark can give good guidance where to place the goals)
  • Express every metric with a business case (F-Top Institute provides formulas to convert deviations from target range into money)

To unfold the power of a dashboard there needs to be two additional things done where F-Top Institute has developed an effective solution for:

Creating ‘Stories

Every company has very specific stories which needs to be fulfilled in order to create success (e.g. ‘attracting and developing top talent within the industry’). Each story consists of different metrics from different processes.
We define, shape and develop the stories – at the end each story even in a one-pager showing everything important to communicate in the company

Training HR professionals to understand, work with and communicate analytics and ‘stories’ to line management

We have developed a lean process to customise a dashboard to the client’s needs, formulating the right metrics while being context sensitive. The demand varies from overall corporate dashboards covering all people management processes to very specific dashboards for only some functions (e.g. recruiting), a single division or region.

Focusing on the business drivers for a specific organization, there are 4 different types of indicators:


Basing decisions on target ranges for the chosen metrics in a Best Practice Benchmark is as important as taking the time to define the raw data for the metrics - both together produce a strong dashboard

Based on vast experience working with metrics since 1999, we are unique in supporting companies in the following major areas:

  • Choosing the right indicators with the focus on high value generation for each process
  • Defining the correct raw data to be collected (crucial to measure the right things in the same way across the whole organization – and also to enable benchmarking with the outside world)
  • Providing for each metric the F-Top practice from our benchmarking platform (allowing the client to set the right target ranges aligned to business needs)
  • Linking each metric to financial impact (how much money do I lose/gain if the result deviates e.g. 20% from the target range)