The Comptryx Report
Comptryx provides groundbreaking "on-demand" pay and workforce analytics data for technology focused companies.Learn more
Our database of over 3 million employee records allows you to conduct pay analysis for all jobs across the globe from Base Salary through Total Cost to Company.Learn more
Compare the size, shape, mix and demographics of your organization to the competition in areas such as attrition, experience, promotions, gender, and pay of top performers.Learn more
Workforce Metrics That Get Executive Attention
Payroll is often the highest component of OPEX. Compare your workforce cost to market using key metrics like "payroll as % revenue", "average global pay", functional allocation and geographic deployment.Learn more
Labor Cost Modeling
Design virtual organizations and get an instant calculation of payroll costs in potential locations around the world.Learn more
The Value of Workforce Analytics
Traditional salary surveys help determine pay competitiveness, but offer no insight regarding total payroll costs – the largest expense in most companies. How your people costs compare to market is actually driven by the structure and composition of the organization – not pay levels. We think cost is what Execs are concerned about. Benchmarking with Workforce Analytics provides you with that insight.
- Analog Devices
- AT&T Intl
- BMC Software
- CA Technologies
- Dassault Systemes
- Electronic Arts
- Hewlett Packard Inc.
- Hitachi Vantara
- Nokia Networks
- Palo Alto Networks
- Western Digital
- LIFE SCIENCES:
- Gilead Sciences
- Johnson & Johnson
- AEROSPACE & DEFENSE:
- DSC Tech
- Gen Dynamics
- Lockheed Martin
- Northrop Grumman
What experts say about Workforce Metrics
Harvard Business Review Analytic Services - September 2014
In today's knowledge economy, an organization’s workforce is its most important asset as well as one of its greatest investments. The management of human capital — the sum of a workforce’s skill, knowledge and experience — is particularly important in a challenging economic environment, as companies push to improve top- and bottom-line performance while aggressively managing costs. Yet in many companies there has been a lack of understanding and visibility into how human capital is managed — a shortage of analytical insights about where investments are made, what form the investments take, their impact, and how best to shift resources and practices.
In a survey by Mercer, for example, CFOs reported that their organizations spent 36 percent of revenue on human expenses, but only 16 percent said they had anything more than a moderate understanding of the return on human capital investment. In a similar study of 3,000 senior managers, executives gave their firms low marks when describing the employee-related data they need for decisions. The gap between the data they needed and actual quality of the data they received, leaders said, was more than 50 percentage points.
David Green's recent post "What constitues best practices in People Analyti?" is a very interesting read. Some of his suggested "best practices" of these efforts include items like:
1. Successful people analytics teams focus on projects that actually matter to the business.
2. They have a CHRO who is fully involved.
3. They have an inspirational leader.
4. They possess a balanced set of skills and capabilities required to do the work.
5. They leverage resources from outside HR (and the Company, if needs be).
6. They have a clearly defined strategy and vision.
7. They get the basics right - your data doesn't have to be perfect, but does need to be credible.
To read the complete article, go to: https://www.linkedin.com/pulse/what-constitutes-best-practice-people-analytics-david-green
Anand K. Chandaranda, Workforce Analytics Consultant, posted a great opinion piece on a recent LinkedIn blog. He asks: "So, how does HR gain its voice at the table? Quite obviously, by being able to say something that people with decision-making power can't ignore, forces action, and makes them want to hear what you have to say next. When it comes to telling a story, particularly a story based on data, a picture may say a thousand words, but... those words have to have a clear and concise meaning, enlighten the audience, and ultimately lead to some sort of action or improvement." He further writes "So, if you happen to be sitting at HR's seat at the table, our industry's seat, for the bneefit of all of us . . . make sure your voice is heard and makes a difference. Continue to bring fresh ideas and the latest research on talent management with yoiu, but make sure you also deliver data-driven insights and provide strategic driven recommendations specific to your industry and your organization's current situation (i.e. not one size-fits-all "best practices"). You want your voice to be heard? Then I suggest keeping this quote from Jim Barksdale (former CEO of Netscape) in mind: "If we have data, let's look at data. If all we have is opinions, let's go with mine". Finally, he adds "Make sure your recommendations generate real value and have measurable impacts (tangible or intangible with quantifiable ROI calculations preferred) on your workforce, your organization, and the KPIs that matter most to your company (i.e., not just HR metrics): metrics like revenue, profits, market share, earnings per share, customer satisfaction/retention, etc."
To read the full post go to: https://www.linkedin.com/pulse/why-bother-seat-table-you-have-voice-anand-k-chandarana.
by Mark Hurd, President of Oracle -10/24/13
As I visit with big companies and organizations all over the world, it’s clear that most CEOs realize they need to make some dramatic changes in how they recruit people, align and manage performance, make compensation decisions, and optimize talent.
What’s not so clear to them is how they make that happen. While HR leaders and their teams are supposed to bring alive the cliché that “people are our most valuable asset,” many CEOs are not yet leading the way in giving those HR leaders the tools, authority, and organizational opportunity they need to unlock the value of the organizations’ talent pools.
by Morten Kamp Anderson
I think it is fair to say that Workforce Analytics, HR Metrics, and Big Data in HR is firmly on the map now. It is one of the key trends in global HR right now and everybody's taking about it. And with some good reason. But before we become like a deer caught in the headlights (with references to the flashy dashboards, shiny conference stands from cloud based HRIS vendors and glossy brochures from data warehouse providers) let's step back and see how Workforce Analytics actually can add value.
What Our Customers Say About Comptryx
“"The Comptryx data, and especially the on-line tools, has been very helpful all year. For a company our size it’s extremely good value for the money, especially compared to what we would have to pay for some of the other hi-tech salary surveys"”
Amy Tailby, Total Rewards Spec, Aeryon Labs
“I am so THANKFUL for the Comptryx Data . . .the Organizational Metrics Data provided by Comptryx is truly outstanding”
Guy DiLella, CHRO CA Technologies
“Comptryx takes external benchmarking to a new level. The comp data we have always needed and the organizational metrics that back up the HR Analytics we are now using. Great value for money!”
John Lewis, Head of C&B Oracle EMEA