Benefits of SAS^® Human Capital Intelligence

According to PricewaterhouseCooper’s 11th Annual Global CEO Survey1, within the past three years alone, 80 percent of CEOs have implemented new strategies; 72 percent have implemented new processes; and 71 percent have implemented new technologies. The bottom line: organizations are undergoing change. Baby boomers are retiring, and the younger work force brings a different set of skills and challenges. With all this change, it’s not surprising that (according to McKinsey studies2) the top issue among managers is finding talented people. Talent defines and differentiates today’s organizations but also represents the highest cost and highest source of risk, which is why strategic management of human capital has become more essential than ever. To be effective, strategic workforce management requires a comprehensive understanding of organizational issues and how the work force can be leveraged to support organizational goals. Human resources, financial and line-of-business leaders need to be highly responsive, delivering the right information quickly to make workforce decisions with confidence and timeliness. SAS aligns human capital and organizational plans by providing the workforce intelligence to address demands at each talent lifecycle stage and support critical business decisions. The entire organization gains value by building on a holistic view: analyze the workforce with accuracy and speed; develop and communicate plans that align with financial, business unit and organizational goals; and leverage the finest predictive analytics to optimize the work force. SAS helps you: Align the human capital strategy with organizational goals to improve performance, innovation and agility. Address workforce demands at every stage of the talent life cycle. Identify, assess and mitigate workforce risks to reduce vacancy times and costs, while retaining critical workers. Respond to changing workforce demographics and trends proactively to address governance and improve morale and productivity. Plan for change such as mergers, acquisitions or downsizing to improve contingency planning while minimizing risk. Synchronize financial and operational workforce strategies to develop more effective human capital plans. The SAS approach Integrate data to obtain a holistic view of the work force. Analyze the work force to determine strengths and vulnerabilities and support strategic decisions. Plan the human capital strategy and align it with business objectives. Optimize the work force and proactively respond to business change. 1. “The 11th Annual Global CEO Survey,” PriceWaterhouseCoopers, ConnectedThinking 2008, www.pwc.com/ceosurvey 2. “Making Talent a Strategic Priority,” The McKinsey Quarterly,January 2008, McKinsey & Company, www.mckinseyquarterly.com/Making_talent_a_strategic_priority_2092_abstract

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