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Considerations for Developing a Federal Workforce Analytics Capability
 

Considerations for Developing a Federal Workforce Analytics Capability

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Federal agencies must continually strive to enhance workforce performance and effectively leverage resources while meeting mission objectives. Yet they face multiple forces — from both inside and ...

Federal agencies must continually strive to enhance workforce performance and effectively leverage resources while meeting mission objectives. Yet they face multiple forces — from both inside and outside the organization — that can make these efforts challenging. Effective use of workforce analytics can help alleviate these pressures by proactively defining the impact and workforce needs associated with the changing environment. This whitepaper describes the four dimensions — data, process, technology, and people — of a workforce analytics framework that reflects a broad, multifaceted adoption of advanced analytics within an HR function and illustrates a holistic workforce solution that takes into account the needs of the workforce as well as the maturity of the organization.

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    Considerations for Developing a Federal Workforce Analytics Capability Considerations for Developing a Federal Workforce Analytics Capability Document Transcript

    • Considerations for Developing a Federal Workforce Analytics Capability Using analytics to more effectively manage your workforce Federal agencies must continually strive to What if you could identify the high performers who enhance workforce performance and effectively are most at risk to leave your organization? What if leverage resources while meeting mission you could predict the effectiveness and expected objectives. Yet they face multiple forces — from tenure of future employees before they join? And both inside and outside the organization — that what if you could more effectively target your can make these efforts challenging. Effective use recruiting efforts, resulting in shortened hiring of workforce analytics can help alleviate these timelines? pressures by proactively defining the impact and workforce needs associated with the changing Workforce analytics can address these and other environment. “what ifs” — leading to a more effective workforce and a more efficient use of HR resources.Workforce analytics can help: Building — or advancing — a workforce Justify budgets and staffing plans to critical stakeholders analytics capability Define key job competencies that can then be communicated A workforce analytics framework focuses on four broadly and used to attract, sustain, and retain a high-performing dimensions — data, process, technology, and workforce people. It reflects a broad, multifaceted adoption of Identify the types of employees who choose to stay or leave as well advanced analytics within an HR function and as the factors behind their decisions illustrates a holistic workforce solution that takes Target employees for specific promotions, career paths, and into account the needs of the workforce as well as rotational programs to aid in the retention of critical workforce talent the maturity of the organization. Fulfill mission demand via targeted and efficient recruiting efforts Identify key workforce trends (e.g., attrition rates, hiring rates) and Whether you are starting at the beginning or their impacts on workforce supply and demand advancing an existing workforce analytics capability, a diagnostic tool like the maturity model depicted on the following page can help you Like other large organizations, Federal agencies assess your organization’s current state. Using have diverse and complex workforce segments this tool along with strategic visioning sessions — and, thus, an abundance of human resource (HR) during which leaders discuss mission drivers and data. While this can be a challenge — given limitations of the current state as well as potential duplicate sources and data integrity issues — it budgetary, technological, and resource challenges also presents an opportunity. Harnessing the — can also help identify the desired future state. power of this asset can be an effective strategic The gap between the current and future states will driver, enabling more informed, proactive, and clarify the steps you should consider taking to data-driven decision making. develop — or enhance — your workforce analytics capability. 1
    • Workforce Analytics Capability Maturity Model — Illustrative Maturity levels Data dimension: Analytics can be only as good Maintaining a single system of record Developing/Basic Progressing Advanced Leading as the quality of the data The single system of record relates to maintaining  Data is managed on end-user  Tools that facilitate data governance  Data is compiled across the enterprise  External data sources are providing As global data volumes continue to grow governance and one avenue to accessing data desktops or data stores, and tools that facilitate data standards do not standards exist within business units but are not adopted across the into a single repository that results in a single source of the truth insight and foresight, allowing the organization to fully exploit all data- exponentially, data-driven analytics has become a that incorporates integrity rules and guiding Data exist organization  Metrics are strategically oriented and driven analytic missions mainstream activity. Many organizations face principles that end-users adhere to when gathering  HR and KPI metrics do not exist or  Metrics are in place to assess overall assess overall HR efficiency and  The centralized data structures are are poorly measured against HR efficiency but may not relate to effectiveness constantly updated to reflect new uses universal challenges in collecting, managing, and data needed for a given analysis. Advanced and effectiveness External data sources are merged with of data and to new business needs  internal data using their data in a way that will effectively impact Leading organizations are able to leverage tools  Nonstandard processes with varying  Processes are documented and exist  Increased standardization in processes  Workforce plan is driven by analytical their strategic objectives. Even after significant that automatically facilitate the deployment of data- degrees of control for utilizing any within online repositories to continually uncover new data insight, provides organizationwide analytic capabilities that may exist  Workforce metrics are tracked but are sources for mining new information reporting and monitoring of workforce investments of time and resources, many leading practices. Leading practices include Process within the organization not actively influencing leadership’s  Workforce metrics are tracked and levels, and feeds real-time data to leadership to inform decision making organizations retain overwhelming and inefficient consistent, organizationwide processes that  Most decision-making processes are decision-making process forecasted, and are used to aid considered in silos  Detailed business cases are built for leadership’s decision-making process  Scoring engine and business rules are data-related processes that tend to impose extract, transfer, and load data into a centralized Business case for analyses are vague large analytic analyses Business case for analyses are broad and improve application and repository as well as the ability to continually   thoroughly developed overall organizational understanding significant limitations on human resource  No, or limited, functional modules are  Dedicated technology infrastructure  Most talent transaction systems are  Full functionality achieved; modules productivity and the creativity of their analytics update data structures to meet the evolving needs available exists with some standardization of connected to further augment include: Organization and Position  Techniques include basic retrospective architecture analytical insight by linking multiple Management, HR Management, capability. Common concerns include multiple, of the organization. In doing so, the users of the sources Recruitment, Compensation, BenefitsTechnology demographic reports on workforce metrics  Various defined talent transaction systems exist but are analyzed  Advanced data visualization and Leaves, Talent Management, conflicting data sources; data integrity; data can shift their focus to their domains of  Talent transaction systems either do independently techniques explore and exploit patterns in data and inform model Payroll and Time, and Learning. Full integration achieved across all collaboration between/within departments; and specialization rather than the inefficient, redundant not exist or are not being utilized  Basic regression models are used to  consistently and effectively by end- capture trends in the data and forecast designs talent transaction systems and is easily bandwidth for innovation due to inefficient use of processing of data. Additionally, other users workforce metrics combined for analysis resources. advantageous byproducts exist such as the  Limited focus on developing  Employees with strong backgrounds  Focus is on cross-functional/office  Organizational strategy is informed workforce analytics capability and experience in statistics and analytics and advanced capabilities and influenced by workforce insights development of a common understanding of data, Interaction across functions/offices is analytical decision making are sought Regularly meet with other Employees are encouraged to  not practiced  Training exists for analytical  functions/offices to make workforce  collaborate on analytics across The data dimension of the maturity model places data integrity, speed to implementation, and an People  Critical stakeholders are not identified applications, data management, and decisions-based predictive models functions/offices emphasis on two primary areas: (i) hosting a overall improvement in the efficiency and in most analytic developments advanced software for select  Communication and change  Full integration exists across all employees management assists in facilitating the functions/offices for generating single system of record and (ii) utilizing relevant effectiveness of data-driven activities.  Critical stakeholders are informing the adoption of analytical application mission-driven workforce analyses as direction of analytical analyses through the organization a service to other functions/offices data sources (both internal and external). Current state Maturity levels Desired future state Developing/Basic Progressing Advanced Leading Maturity levels range from Developing/Basic to Data is managed on end-user Tools that facilitate data governance Data is compiled across the enterprise External data sources are providing Leading. Many organizations may initially think     desktops or data stores, and tools standards exist within business units into a single repository that results in a insight and foresight, allowing the that facilitate data standards do not but are not adopted across the single source of the truth organization to fully exploit all data- they should strive for Leading across all Data exist organization  Metrics are strategically oriented and driven analytic missions  HR and KPI metrics do not exist or  Metrics are in place to assess overall assess overall HR efficiency and  The centralized data structures are dimensions; however, achieving this is generally are poorly measured against HR efficiency but may not relate to effectiveness effectiveness constantly updated to reflect new uses of data and to new business needs  External data sources are merged with not realistic. The four dimensions (data, process, internal data technology, and people) are both interdependent and individually important to enabling the workforce analytics capability. They are typically in different stages of maturation and will require varying levels of effort and time to further evolve them. A roadmap for moving from the current state to the future state should involve a phased approach to implementation as the organization progressively matures its workforce analytics capability to meet evolving challenges. We will examine each of the four dimensions. 2 3
    • Utilizing relevant data sources Informing the process Once both workforce demand and supply are An effective workforce plan meets the differentAnother critical area is the utilization of relevant A major role of workforce analytics is to support understood, a natural next step is to evaluate needs of the organization, taking into considerationdata sources, both internal and external. Typical critical workforce planning processes such as whether any workforce gaps exist. By using the data, technology, and people needed to meetinternal data comes from HR, finance, operations, supply and demand and to address the resulting organizationwide human capital, financial, and mission objectives. Moreover, it is driven by insight,internal benchmarks, and sales pipelines. External gaps. Traditional workforce planning to estimate operational data as well as external data, workforce provides organizationwide reporting and monitoringdata sources include third-party vendors that demand might include workforce plans that are analytics can help the existing talent management of critical workforce metrics, and feeds real-timeprovide data about external forces (e.g., economic developed annually, incur labor- and time-intensive strategy to be more holistic and data-driven. As a data to leadership to inform decision making.indices, consumer behavior patterns, consumer processes to develop the plan, and infrequent result, it can inform the organization’s recruitmentsentiment) that directly or indirectly affect an adjustments due to needing similar recurring strategy (e.g., identifying the leading candidates to Technology dimension: Evolving beyond theorganization’s operation. An organization’s ability to investments of time and resources. hire and where they are sourced), retention tools spreadsheetcontinually explore, correlate, and exploit signals (e.g., retaining critical talent that are most at risk of The Federal government traditionally has notfrom internal and external data sources can yield Using workforce analytics to estimate demand, separating), and competency management (e.g., enabled talent management technology to thepowerful insight and foresight into many forces however, could involve developing an annual plan attracting and enabling the right skills and extent it is both needed and available, which canaffecting its ability to achieve its mission. and then updating it with monthly (re)forecasts. behaviors of highly effective employees) to close limit workforce planning capabilities. When thinking Furthermore, internal and external macroeconomic workforce gaps and facilitate a well-equipped about maturing workforce analytics from aProcess dimension: Integrating workforce data can be incorporated into the plan to enhance workforce and broadrobust workforce plan to meet technology perspective, two aspects prevail: (i) theanalytics into workforce planning predictive accuracy and use the prior month’s mission objectives. technology that enables the processing andA traditional approach to workforce planning information to automatically reforecast next analyzing of large datasets to create particular fact-typically includes determining workforce supply, month’s forecast in a seamless and timely fashion. A critical step in developing a workforce plan is to based insights and (ii) the technology that enablesdemand, and associated gaps — often by FTE (full assess the needs of the organization; however, the building, implementation, and integration oftime equivalent) and sometimes by competency as Similarly, workforce analytics can enhance those needs change over time and are often driven analytical applications into the organization (viawell — to define and address various workforce traditional workforce supply analyses, which by unforeseen factors. Workforce analytics can user interfaces, dashboards, processes, andissues and concerns. Yet when these activities are usually include attrition and FTE analyses based help address this by tracking, forecasting, and system infrastructure).conducted purely in a reactive manner and with on foundational employee data (e.g., number of predicting critical workforce metrics (e.g., attritionlimited use of data, they cannot be effectively employees by demographics, types of skills) to rates, workforce demand, performance trends) and Workforce planning functions have rarely goneemployed to anticipate and understand the enhance understanding of an organization’s by informing leadership of metrics that are trending beyond using a collection of spreadsheets forcomplex and interconnected needs of the workforce. Analytics can mature supply analyses toward cautionary risk levels. capturing workforce supply and demand andworkforce. — from retrospective to prospective — by providing performing workforce gap analyses. The simple insight into the profile of employees who previously spreadsheet has been an important tool for dataEffective workforce planning should include a separated from the organization as well as those — When developing a workforce plan and process, questions may organization and analysis; however, other toolsprocess that integrates workforce analytics or critical workforce segments — who are most at include: may more effectively support the data processingcapabilities to provide an enhanced level of risk of separating in the future. To provide this  What tools will the organization need to support the continual and analysis of specialized workforce issues, andprecision and the ability to proactively define and enhanced foresight, supply projectors can be used monitoring and development of its workforce plan? they may offer enhanced capabilities for buildingaddress workforce needs. Improving workforce to calculate inflow and outflow trends (e.g., attrition,  Can the organization use an off-the-shelf product, or will it require more broad and advanced workforce plans.planning capabilities leverages enhanced data hires, mobility) by workforce segment. These custom-built tools based on its needs and constraints?analysis, forecasting, and predictive modeling trends can subsequently inform specific recruiting,  How can communication and training strategies support the Once the workforce insights have been unveiled,capabilities. A principal underpinning of analytics is hiring, and retention strategies to address any workforce plan? end-users should be able to act on and exploitto continually explore and make use of new forecasted supply issues.  What processes need to be implemented or revised to support the them; that is, the resulting insights do not benefitinformation. Workforce analytics, therefore, seeks anyone if they sit on a shelf. Ultimately, they need workforce plan?to align updated and relevant workforce models to be converted into an application that iswith evolving mission strategies and operations as integrated across relevant systems and processeswell as the changing demands of an organization’s Integrating analytics into the organization (e.g. recruiting, hiring, talent management). To doworkforce environment. The process for developing or enhancing an so, technology solutions should manifest the effective workforce analytics capability and analytics solutions in a seamless, user-friendly Maturity levels integrating it into the organization involves building fashion so that the workforce-related applications Developing/Basic Progressing Advanced Leading the business case, identifying stakeholders, are effectively implemented into the organization. enacting project management, developing rules for The technology implementation phase typically  Nonstandard processes with varying  Processes are documented and exist  Increased standardization in processes  Workforce plan is driven by analytical degrees of control for utilizing any within online repositories to continually uncover new data insight, provides organizationwide executing the analytical output, and implementing requires anticipating the future-state process as analytic capabilities that may exist  Workforce metrics are tracked but are sources for mining new information reporting and monitoring of workforce Process  within the organization Most decision-making processes are not actively influencing leadership’s decision-making process  Workforce metrics are tracked and forecasted, and are used aid levels, and feeds real-time data to leadership to inform decision making proper communication and change management well as the data-capture functionality needed to  considered in silos Business case for analyses are vague  Detailed business cases are built for large analytic analyses  leadership’s decision-making process Business case for analyses are  Scoring engine and business rules are broad and improve application and activities. In doing so, the process of integrating transition from a project environment to day-to-day thoroughly developed overall organizational understanding analytics can signal when and where additional operations. workforce insight can be realized within the workforce planning process and increase the Developing/Basic organizations leverage likelihood of successful effective analytics from the spreadsheets to drive workforce planning and other data to the application. HR analyses; on the other end of the spectrum, Leading organizations harness a wider variety of 4 5
    • more sophisticated tools to assist their human To summarize, a Leading organization lets the People dimension: Leveraging knowledge and Combining the needed resourcescapital function. While one size does not fit all, the solution drive the technology rather than the skills to enable the workforce analytics The first two considerations speak to thetechnology solution needs to be tailored to the technology drive the solution. capability competencies and stakeholder governance neededorganization’s needs as well as the skills and After data are identified, a process determined, and in a Leading workforce analytics capability. First,capabilities of the system owners and end-users. Technology is only one component of the technology selected, a workforce analytics function an organization should have the required business, formula needs skilled people who can execute the analytic technical, and people skills to support the range ofWorkforce analytics tools provide three functions: Effective strategies are multifaceted and involve services. When maturing the people component, analytics — from basic reporting to advanced Data staging technology as well as people, process, and data an organization should consider the type of techniques — and should adopt a culture in which Data analysis components. All too often, an organization will buy function and resources needed, how the function analytics drives day-to-day operations, customs, Data visualization/reporting an analytics software package and believe that it should be designed to leverage current analytical and behaviors. This requires selecting and will solve all its problems. In reality, an analytics capabilities, and which knowledge and skill gaps developing resources based on analytic andFor small datasets, standard spreadsheet software software tool cannot benefit an organization unless must be closed to establish the required statistical-based experiences and competencies tocan adequately provide the three functions. The the organization has people with the skills to utilize capabilities. support an enterprise analytics platform.tabular design is a convenient way to stage data. the tool, available and relevant data to populate theData analysis ranges from basic (simple queries) to tool, and effective processes to implement results. To develop an effective workforce analytics Analytics, however, cannot be built, deployed, andadvanced (predictive modeling). Finally, graphics capability, four considerations can drive efforts to executed in a vacuum. That is, the workforceprovide for simple methods of visualization. Ultimately, technology can enable individuals to establish the function and associated resources: analytics capability requires skill sets beyondNevertheless, spreadsheet software does have its accelerate decision making. Consider the case of a analytic and statistical-based competencies. Forlimitations. Take, for example, data about an senior leader who would like to extend full-time 1. Defining the knowledge and competencies example, data and technology professionals areorganization’s geographic regions: Pie charts can benefits to part-time employees. A decision like this needed to maintain and supply the data in an necessary to develop and execute the workforceeasily be created from spreadsheets to display the requires taking into account many factors. In an avenue that is easily accessible to the analytics capabilityinformation, but more informative geospatial organization at the Developing/Basic stage of the mathematicians/statisticians. Additionally, critical 2. Designing an operating model that definesanalyses with multiple data layers may be maturity model, the leader would reach out to a stakeholders from program offices and/orunavailable. governance and stakeholder interaction within number of stakeholders who must manually collect departments should provide their domain the workforce analytics capability to integrate the necessary information. While this method specializations and proper level of involvement soAdditionally, as data become sensitive, it may be analytical output into pragmatic applications works, it takes up valuable time and effort. that analyses are aligned with critical workforceappropriate to restrict user access to certain data. 3. Integrating the workforce analytics capability issues and that sufficient buy-in exists. It is not justIn many environments, the shortcomings of In contrast, a Leading or Advanced organization across the organization as a service to other the people with analytical and statistical-basedspreadsheet software’s data security and version- might have in place Web-based and other tools to functions/offices for mission-driven workforce competencies that contribute to a thrivingcontrol solutions can be less than desirable. gather information in real time. They can arrive at analytics workforce analytic capability, but rather theRecognizing that spreadsheet software may the same conclusion while spending less effort and 4. Establishing an organizational culture that appropriate blend of resources and stakeholdersupport only a limited capability, other analytical money to do so. Technology, when operated with emphasizes the acceptance of workforce analytic governance that carries an effective analyticssoftware tools exist that may better support large- an organization’s goals in mind, can provide timely, capability from the data to the application. applications and encourages employees toscale or more advanced analytical solutions. tangible benefits. collaborate on analytics across functions/ offices Efficient and effective organizational designs typically do not achieve their potential unless they Maturity levels are staffed by the “right” employees; this is also the Developing/Basic Progressing Advanced Leading case for workforce analytic functions. Some  No, or limited, functional modules are available  Dedicated technology infrastructure exists with some standardization of  Most talent transaction systems are connected to further augment  Full functionality achieved; modules include: Organization and Position organizations struggle to find this skill set internally.  Techniques include basic retrospective demographic reports on workforce  architecture Various defined talent transaction analytical insight by linking multiple sources Management, HR Management, Recruitment, Compensation, Benefits If that is the case, a viable option is to recruit new and Leaves, Talent Management, Technology  metrics Talent transaction systems either do systems exist but are analyzed independently  Advanced data visualization techniques explore and exploit Payroll and Time, and Learning. talent, outsource to a qualified vendor, or acquire patterns in data and better inform Full integration achieved across all not exist or are not being utilized Basic regression models are used to an organization with an established advanced   consistently and effectively by end- capture trends in the data and forecast model designs talent transaction systems and is easily users workforce metrics combined for analysis analytics capability. Maturity levels Developing/Basic Progressing Advanced Leading  Limited focus on developing  Employees with strong backgrounds  Focus is on cross-functional/office  Organizational strategy is informed workforce analytics capability and experience in statistics and analytics and advanced capabilities and influenced by workforce insights  Interaction across functions/offices is analytical decision making are sought  Regularly meet with other  Employees are encouraged to not practiced  Training exists for analytical functions/offices to make workforce collaborate on analytics across People  Key stakeholders are not identified in applications, data management, and decisions-based predictive models functions/offices most analytic developments advanced software for select  Communication and change  Full integration exists across all employees management assists in facilitating the functions/offices for generating  Key stakeholders are informing the adoption of analytical application mission-driven workforce analyses as direction of analytical analyses through the organization a service to other functions/offices 6 7
    • Collaborating and synthesizing across domains Conclusion Case study 1: Demand modelingThe third consideration reflects integration across Workforce analytics can enable Federal agenciesdomains. “Leading” organizations carry the right to address ongoing pressures related to demands Workforce scenario/challenge: A Federal agency faced challenges determining how to allocate newlyblend of resources across a multidisciplinary for transparency, accountability, and efficiency. awarded staffing resources to various field locations. While the agency implemented procedures toworkforce analytics capability; furthermore, the Coupling this capability with an effective workforce capture job activities and associated time spent performing those activities, the data was not directlymany functions/offices within the organization are planning model can help agencies establish and informing workforce demand.connected with each other and generate mission- sustain qualified workforces to fulfill current anddriven workforce analysis as a service to other future mission requirements in a dynamic Our methodology: Deloitte worked with the agency in its efforts to deploy a process and tool forfunctions/offices. If the relevant parties are not environment. Implementing — or enhancing — a projecting workforce demand based on the analysis of the time required to perform job functions and thesitting at the same table providing due input and workforce analytics capability is more manageable associated anticipated number of activities to be performed.consideration, then it is all too likely that analyses when you leverage a maturity assessment modelwill result in “shelfware” and will not be and take into account the four considerations. This In this demand modeling exercise, historical empirical data was analyzed for accuracy, and statisticalimplemented through the organization. A critical approach can help agencies identify where they procedures were performed to mitigate potential distorting effects from outliers. The average time spentconsideration to an effective workforce analytics exist along the continuum and can provide per activity, per responsibility center was then calculated, applying a statistically based credibilitycapability is that all relevant parties are engaged mitigating solutions that incorporate components of weighting procedure to the empirical data when data were sparse. These calculated average timeand that their specialized experience-based data, process, technology, and people as well as estimates were built into a workload demand model as inputs, to be utilized or revised, along with theperspectives are informing the overall effectiveness their evolving circumstances. anticipated number of planned activities for the prospective period and available hours per FTE. Based onof the capability. these inputs, the model projects the total FTE needed for the prospective period. Figure 1 depicts a simplistic sample calculation.Creating an organizational culture thatsupports analytics Analysis benefits: Once the agency understood the projected employee workload and associated gaps,The fourth consideration reflects the organization’s it could proactively assess staffing surpluses, gaps, and the resource allocation that would mostculture. From a talent acquisition perspective, a effectively meet constant or fluctuating operational needs.workforce analytics professional should have abackground in advanced analytical methods as well Figure 1: Example workload demand calculationas relevant previous experience in applying andutilizing such techniques. It is important to note, Time required to Number of times task Total time required Taskthough, that data, technology, processes, and complete task (T) must be conducted (N) for taskpeople do not remain static, and neither should an Task A 8 hours 4,000/year 32,000 hours/yearemployee’s knowledge and skill sets. Tocontinually develop its analytical capabilities and Task B 4 hours 1,500/year 6,000 hours/yearevolve the People component, an organizationshould nurture a culture that encourages Task C 2 hours 11,000/year 22,000 hours/yearemployees to adapt to new information/ Total (numerator) 60,000 hours/yearmethodologies and collaborate on analytics. Standard hours (denominator) 2,000 hours/FTE Demand 30 FTE/year Source: Deloitte 8 9
    • Case study 2: Longevity-performance modeling ContactsWorkforce scenario/challenge: A Federal agency hypothesized that job performance may change Carl Bennettduring an employee’s tenure. While it is not unreasonable to suspect that performance increases over the Directorfirst few years of employee tenure, it may be particularly concerning if performance starts to systematically Deloitte Consulting LLPdecline at a common point in time during the employee life cycle. A few potential root causes might +1 571 882 6020include a lack of training to hone job-related skills against an evolving work environment, increasing jobfatigue, or increasing job complacency. carbennett@deloitte.comOur methodology: To understand the relationship between job performance and tenure, Deloitte helped John Houstonthe agency in its efforts to develop multivariate models that account for various factors that contribute to Principalvarying performance levels. Figure 2 depicts the prevailing model’s resulting longevity-performance curve. Deloitte Consulting LLPThe curve draws the modeled performance score, transposed on tenure, after accounting for other +1 617 437 3993sources of variation known to cause alternate performance levels (e.g., position, age, work environment). jhouston@deloitte.comAnalysis benefits: The organization can utilize analyses such as the above to more effectively monitor Beth Stromstedtemployee performance trends and create proactive processes that can identify when and whereemployee performance may run counter to the agency’s mission. Additionally, it can understand various Managerdynamics affecting its workforce as well as inform data-driven policy decisions to more effectively attract, Deloitte Consulting LLPdevelop, and deploy the workforce to support the organization’s mission. This requires the organization to +1 347 322 8939be relatively advanced, however, in the data, process, technology, and people components outlined in the bstromstedt@deloitte.comworkforce analytics maturity model. Brad LipicFigure 2: Longevity-performance curve for milestone model Senior Consultant Deloitte Consulting LLP 100 +1 314 680 5282 90 blipic@deloitte.com Performance increases with tenure until…Performance Score 80 …performance starts decreasing www.deloitte.com/federal Modeled 70 60 50 40 # # # # # # # # # # # # # # # # # # # # # TenureSource: Deloitte This publication contains general information only and is based on the experiences and research of Deloitte practitioners. Deloitte is not, by means of this publication, rendering business, financial, investment, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte, its affiliates, and related entities shall not be responsible for any loss sustained by any person who relies on this publication. As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. Copyright © 2011 Deloitte Development LLC. All rights reserved. Member of Deloitte Touche Tohmatsu Limited 10