1
How Talent Analytics Can Help You
Maximize Your HR Strategy
2
How Talent Analytics Can Help You
Maximize Your HR Strategy
Karen O’Leonard
Vice President, Analytics &
Benchmarking Res...
3
Topics for Today’s Discussion
 Research: Building an Effective Analytics Capability
 Case in Point: Cisco
 Talent Ana...
44
Building an Effective Talent
Analytics Capability
5
Operational Reporting
Reactive, Operational Reporting of Efficiency & Compliance Measures •
Focus on Data Accuracy, Cons...
6
Operational Reporting
Reactive, Operational Reporting of Efficiency & Compliance Measures •
Focus on Data Accuracy, Cons...
7
Advancing Takes Effort
Level 2
Advanced Reporting
Level 3
Advanced Analytics
Level 4
Predictive Analytics
Level 1
Operat...
88
In Short: HR is Not There Yet
9
z
Quality Dashboards Team
Data
Culture
IT
Support
10
z
Quality Dashboards Team
Data
Culture
IT
Support
11
Inaccurate data
Invalid
data
Outliers
Missing
data
Conflicting
dataDuplicates
Poorly-defined
data
Lack of Data
Standard...
12
Changing the Dialogue with Stakeholders
Is this data
correct?
What do we do
about it?
13
Improving Data Quality
Source: Bersin by Deloitte, 2014
14
z
Quality Dashboards Team
Data
Culture
IT
Support
15
Dashboard Capabilities
Customized by audience
Self-service capabilities
16
Highlight Strengths and Weak Points
Source: ADP, 2014
17
Highlight Key Findings
Source: SuccessFactors 2013
18
Understanding Stakeholders’ Needs
Try this:
Stop sending your
stakeholders their
regular reports.
19
Understanding Stakeholders’ Needs
Does anyone notice?
Try this:
Stop sending your
stakeholders their
regular reports.
20
z
Quality Dashboards Team
Data
Culture
IT
Support
21
Staffing Increases by Maturity Level
(Assumes 10,000-person company)
Level 2:
Advanced Reporting
Level 4:
Predictive An...
22
It Takes A Multi-Disciplinary Team
World Class
Analytics Team Database
Knows
the
business
Consulting
skills
Statistical...
23
It Takes a Cross-Functional Team
Workforce
Planning
Learning &
Development
Talent
Acquisition
Talent
Management
Leaders...
24
Finance Operations
IT
Business
Leaders
Sales
Marketing
Customers
Workforce
Planning
Learning &
Development
Talent
Acqui...
25
z
Quality Dashboards Team
Data
Culture
IT
Support
26
33%63%
IT is ―extremely
supportive‖ of our talent
measurement and
analytics efforts
Mature Analytics Teams Have Strong ...
Copyright © 2014 Deloitte Development LLC. All rights reserved.27 IMPACT 2014 THE BUSINESS OF TALENT®
The Ugly Part of The...
28
z
Quality Dashboards Team
Data
Culture
IT
Support
29
Which functions have strong analytics capabilities?
HR Lags Behind
15%
56%
58%
77%
81%
0% 10% 20% 30% 40% 50% 60% 70% 8...
30
The Value of Talent Analytics
HR organizations using predictive analytics are…
2X
more likely to
improve their
recruiti...
3131
Case in Point: Cisco
Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor
Know Your Talent Through Analytics
Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor
3 Ways to Ensure Your
Company’s Message Is Working
Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor
Step #1 : Analyze Reviews & Ratings
Source: glassdoor....
Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor
Step #1 : Analyze Reviews & Ratings
Source: glassdoor....
Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor
Step #2 : Listen to What They Are Saying
95% employees...
Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor
Step #3: Monitor Your Reputation Over Time
Most job se...
Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor
The Results
Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor
Today’s
Candidates
Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor
What We Know About Today’s Candidates
…so why is it so...
Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor
Talent Analytics Helps You Stay Ahead of the Competiti...
Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor
Know Your Reputation
Glassdoor Reputation Scorecard - ...
Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor
The DNA of Your Talent Pool
Education
High School (3.7...
Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor
Helping People Find The Jobs & Companies They Love
6Mc...
Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor
Employer BrandingJob Advertising Data & Analytics
Abou...
Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor
The Results We See
2xbetter applicant quality
vs tradi...
Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor
Questions?
4848
Karen O’Leonard
Vice President, Benchmarking &
Analytics Research
Bersin by Deloitte
Deloitte Consulting LLP
koleonar...
About Deloitte
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarant...
5050
This publication contains general information only and Deloitte
is not, by means of this publication, rendering accou...
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How Talent Analytics Can Help You Maximize Your HR Strategy

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For most organizations, the promise of Big Data remains unfulfilled. The vast majority of organizations are stuck in a reporting cycle, churning out lots of metrics, but few insights or solutions. The ability to measure, analyze, and optimize talent practices is now critical to business success.

Many HR organizations have recognized this need and are starting to invest more strategically in measurement and analytics. With a plethora of data, recruiting is an area ripe to take advantage of analytics. With the right tools and capabilities, this data can be turned into competitive advantage.

Check out our webinar feat. Karen O'Leonard, VP of Benchmarking & Analytics Research of Bersin by Deloitte and Wiliam Blackstorm, Sr. Manager Sourcing & Market Intelligence & Director of Global Talent Analytics, Research Division of Cisco to learn:

-Where to start when analyzing recruitment data
-How to build an effective talent analytics capability
-How one organization, Cisco, is using analytics to develop a more effective recruitment strategy

Published in: Recruiting & HR, Technology
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  • Listen to your targeted audience on the social sphere to determine what messages are resonating with them and what they are talking about
  • Monitor the review activity on channels such as Glassdoor to know the sentiment of your brand
  • Overview:Employer branding and recruiting piece of talent analyticsWhat its’ important to measure from a recruiting perspectiveMeausre brand rep with employees, candidatesWhat people are saying about youOver time stack up to your competitorsHow GD helps
  • Each stat will animate in one at a time:1)51% new employees have buyer’s remorse, 88% looking to leave within 6 months because hiring process failed to paint accurate picture of job.As a result, today’s candidates are looking for more than just the employer’s perspective (career site, job description, recruiter conversations).They’re seeking out information from new channels that didn’t exist even 5 years ago and actually putting more trust in.According to Nielson Research, 70% trust online reviews and ratings as a source of brand information 2)Today’s candidates are no different. 95% say reviews from those on the inside are influential when deciding where to work.And a company’s reputation has more of an impact than you might expect.3)69% of today’s candidates wouldn’t take a job with a company that had a bad reputation… even if they were UNEMPLOYED!84% would consider leaving their current job if offered another role at a company that had an excellent reputation, and most in the $75-$100K salary range would only require a 1-10% salary increase to consider the job.What’s this mean? A company’s employer brand reputation directly impacts their ability to attract and retain top talentSo it’s critical that employers are promoting their brand where today’s job seekers are looking for it
  • By understanding the talent flows and who you are competing with for talent is critical to staying ahead of your talent competition and has a critical impact to your organization
  • Don’t waste time - Know the DNA of your talent pool and where you can and cannot compete on total compensation, opportunity (title, role, level) and career development
  • Just to tell you a little about the influence GD has on candidates, 48% of job seekers are using it.  Glassdoor has become the most trusted & transparent place for candidates to search for jobs and research companies. 
  • How Talent Analytics Can Help You Maximize Your HR Strategy

    1. 1. 1 How Talent Analytics Can Help You Maximize Your HR Strategy
    2. 2. 2 How Talent Analytics Can Help You Maximize Your HR Strategy Karen O’Leonard Vice President, Analytics & Benchmarking Research Bersin by Deloitte Deloitte Consulting LLP May 2014 William Blackstorm Sr. Manager – SSMI, Director Global Talent Analytics Cisco Kelly Payne Director, Client Success Glassdoor
    3. 3. 3 Topics for Today’s Discussion  Research: Building an Effective Analytics Capability  Case in Point: Cisco  Talent Analytics Tools on Glassdoor  Q&A
    4. 4. 44 Building an Effective Talent Analytics Capability
    5. 5. 5 Operational Reporting Reactive, Operational Reporting of Efficiency & Compliance Measures • Focus on Data Accuracy, Consistency, Timeliness Advanced Reporting Proactive, Operational Reporting for Benchmarking & Decision-Making • Multidimensional Analysis & Dashboards Advanced Analytics Statistical Modeling and Root Cause Analysis to Solve Business Problems • Proactive in Identifying Issues & Actionable Solutions Predictive Analytics Development of Predictive Models • Scenario Planning • Risk Analysis & Mitigation • Integration with Strategic Planning Level 1 Level 2 Level 3 Level 4 Talent Analytics Maturity ModelBersinbyDeloitte Source: Bersin by Deloitte, 2014
    6. 6. 6 Operational Reporting Reactive, Operational Reporting of Efficiency & Compliance Measures • Focus on Data Accuracy, Consistency, Timeliness Advanced Reporting Proactive, Operational Reporting for Benchmarking & Decision-Making • Multidimensional Analysis & Dashboards Advanced Analytics Statistical Modeling and Root Cause Analysis to Solve Business Problems • Proactive in Identifying Issues & Actionable Solutions Predictive Analytics Development of Predictive Models • Scenario Planning • Risk Analysis & Mitigation • Integration with Strategic Planning Level 1 Level 2 Level 3 Level 4 BersinbyDeloitte 4% 10% 30% 56% Talent Analytics Maturity Model Source: Bersin by Deloitte, 2014
    7. 7. 7 Advancing Takes Effort Level 2 Advanced Reporting Level 3 Advanced Analytics Level 4 Predictive Analytics Level 1 Operational Reporting Level of Effort a Level of Value Choke Point for Most Organizations Source: Bersin by Deloitte, 2014
    8. 8. 88 In Short: HR is Not There Yet
    9. 9. 9 z Quality Dashboards Team Data Culture IT Support
    10. 10. 10 z Quality Dashboards Team Data Culture IT Support
    11. 11. 11 Inaccurate data Invalid data Outliers Missing data Conflicting dataDuplicates Poorly-defined data Lack of Data Standards Out-of-date data
    12. 12. 12 Changing the Dialogue with Stakeholders Is this data correct? What do we do about it?
    13. 13. 13 Improving Data Quality Source: Bersin by Deloitte, 2014
    14. 14. 14 z Quality Dashboards Team Data Culture IT Support
    15. 15. 15 Dashboard Capabilities Customized by audience Self-service capabilities
    16. 16. 16 Highlight Strengths and Weak Points Source: ADP, 2014
    17. 17. 17 Highlight Key Findings Source: SuccessFactors 2013
    18. 18. 18 Understanding Stakeholders’ Needs Try this: Stop sending your stakeholders their regular reports.
    19. 19. 19 Understanding Stakeholders’ Needs Does anyone notice? Try this: Stop sending your stakeholders their regular reports.
    20. 20. 20 z Quality Dashboards Team Data Culture IT Support
    21. 21. 21 Staffing Increases by Maturity Level (Assumes 10,000-person company) Level 2: Advanced Reporting Level 4: Predictive Analytics Level 3: Advanced Analytics Level 1: Operational Reporting Source: Bersin by Deloitte, 2014
    22. 22. 22 It Takes A Multi-Disciplinary Team World Class Analytics Team Database Knows the business Consulting skills Statistical modeling Knows HR Data Visualization Can Tell the Story I/O Psychology IT/Systems and database experience Source: Bersin by Deloitte, 2014
    23. 23. 23 It Takes a Cross-Functional Team Workforce Planning Learning & Development Talent Acquisition Talent Management Leadership Development Performance Management Employee Engagement Compensation Analytics Succession Planning Source: Bersin by Deloitte, 2014
    24. 24. 24 Finance Operations IT Business Leaders Sales Marketing Customers Workforce Planning Learning & Development Talent Acquisition Talent Management Leadership Development Performance Management Employee Engagement Compensation Analytics Succession Planning Source: Bersin by Deloitte, 2014
    25. 25. 25 z Quality Dashboards Team Data Culture IT Support
    26. 26. 26 33%63% IT is ―extremely supportive‖ of our talent measurement and analytics efforts Mature Analytics Teams Have Strong IT Support Source: Bersin by Deloitte, 2014
    27. 27. Copyright © 2014 Deloitte Development LLC. All rights reserved.27 IMPACT 2014 THE BUSINESS OF TALENT® The Ugly Part of The Story Visual Dashboards Advanced Analytics Predictive Models The Ugly Part of The Story Visual Dashboards Advanced Analytics Predictive Models Data Integration Data Dictionary Data Quality Data Governance Data Entry Scalable Computing Reporting Tools Disparate Systems Data Visualization Data Analysis The Ugly Side: Data Management
    28. 28. 28 z Quality Dashboards Team Data Culture IT Support
    29. 29. 29 Which functions have strong analytics capabilities? HR Lags Behind 15% 56% 58% 77% 81% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% HR Marketing Sales Operations Finance Source: Bersin by Deloitte, 2014
    30. 30. 30 The Value of Talent Analytics HR organizations using predictive analytics are… 2X more likely to improve their recruiting efforts 2X more likely to improve their leadership pipelines generating 30% higher stock returns than the S&P 500 over the last 3 years 3X more likely to realize cost savings and efficiency gains Source: Bersin by Deloitte High-Impact Talent Analytics Study 2013Source: Bersin by Deloitte, 2014
    31. 31. 3131 Case in Point: Cisco
    32. 32. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor Know Your Talent Through Analytics
    33. 33. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor 3 Ways to Ensure Your Company’s Message Is Working
    34. 34. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor Step #1 : Analyze Reviews & Ratings Source: glassdoor.com, linkedin.com, Forbes, CNN Money, TechChrunch.com, Business Insider, PayScale.com, Salary.com Pros: • Good work/life balance • Strong collaboration environment • More relaxed • Friendly culture than most tech companies • Great place to develop skills Hours: • Open • Flexible • Remote work options for most employees Resume Review Process (2 days to 2 weeks): 1. Apply to role 2. Recruiter phone screen (30-45 min.) 3. Hiring Manager phone screen (30 min.)
    35. 35. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor Step #1 : Analyze Reviews & Ratings Source: glassdoor.com, linkedin.com, Forbes, CNN Money, TechChrunch.com, Business Insider, PayScale.com, Salary.com Intern Interview Process (2 to 6 weeks): Personal interview — 4 people, 30-45 min each Campus Pipeline: High volume of schools and strong campus recruiting presence. Low impact and low engagement. Intern/New Grad Turnover: 38% (1 to 3 years) Retention Rate: 62% (Annual) Intern Candidate Generation: Low/mid touch model, high volume of schools, weak online / ATS applicant system. Most applicants are brought in via campus recruiting vs. online. Extremely weak apply online applicants. We are missing the cream of the crop who prefer not to wait in line to engage the campus team and prefer an easy way to apply online or via mobile at their convenience.
    36. 36. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor Step #2 : Listen to What They Are Saying 95% employees say reviews from those on the inside are influential when deciding where to work
    37. 37. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor Step #3: Monitor Your Reputation Over Time Most job seekers read 4-7 reviews before forming an opinion of a company
    38. 38. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor The Results
    39. 39. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor Today’s Candidates
    40. 40. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor What We Know About Today’s Candidates …so why is it so hard to find the right job and company? 51%have buyer’s remorse due to an inaccurate picture of the job 95% are influenced by reviews from those inside the company 69%wouldn’t take a job with a company that had a bad reputation
    41. 41. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor Talent Analytics Helps You Stay Ahead of the Competition
    42. 42. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor Know Your Reputation Glassdoor Reputation Scorecard - Cisco Systems Report Date 2/26/14 Profile Activity 2013 2012 % Change Page Views 1,539,422 1,228,000 +25% Ratings & Reviews 2013 2012 % Change All-Time # of Company Reviews 1,045 884 +18% 3,889 Overall Rating 3.7 3.7 0% 3.5 Culture & Values 3.7 3.7 0% 3.7 Work/Life Balance 3.8 3.8 0% 3.8 Senior Management 3.1 3.2 -3% 3.1 Comp & Benefits 3.8 3.6 +6% 3.6 Career Opportunities 3.4 3.3 +3% 3.2 CEO Rating 77% 74% +4% 75% % Recommend to a Friend 79% 79% +0% 76% % Positive Business Outlook 38% 44% -13% 37% Overall Rating by Current vs Former Employees % Reviews by Current Employees 65% 72% -9% 71% Current Employee Rating 3.8 3.7 +3% 3.6 Former Employee Rating 3.6 3.5 +3% 3.4 Interview Reviews 2013 2012 % Change All-Time # of Interview Reviews 295 251 +18% 906 Difficulty Rating 3.0 3.0 0% 3.0 % by Experience Positive 73% 69% 5% 65% Neutral 16% 21% -25% 23% Negative 12% 10% +13% 12% % by Outcome Accepted Offer 57% 58% -2% 52% No Offer 38% 35% +11% 40% Declined Offer 5% 7% -34% 7% % of Declined with Negative Experience 7% -36% 12% Avg. Interview Cycle Time (in days) 32.0 18.1 +77% 22.6
    43. 43. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor The DNA of Your Talent Pool Education High School (3.7%) College (64.7%) Graduate School (31.6%) Years Experience 0-1 (28.7%) 2-5 (30.5%) 1-10 (22%) 11+ (22%) Gender Female (18.8%) Male (81.2%) Age <18 (0.3%) 18-24 (26.1%) 25-34 (37.9%) 35-44 (21.4%) 45-54 (10.9%) 55+ (3.4%)
    44. 44. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor Helping People Find The Jobs & Companies They Love 6Mcontent 300Kcompanies 15Mjobs 190countries 22Mmembers has become the most trusted and transparent place for today’s candidates to search for jobs and research companies Member growth over 4 years 48% of job seekers use Glassdoor (Source: Software Advice Report, Jan 2014)
    45. 45. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor Employer BrandingJob Advertising Data & Analytics About Glassdoor
    46. 46. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor The Results We See 2xbetter applicant quality vs traditional job boards 30% lower cost-per-hire than other recruitment channels 3xmore influence over candidates’ decisions
    47. 47. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor Questions?
    48. 48. 4848 Karen O’Leonard Vice President, Benchmarking & Analytics Research Bersin by Deloitte Deloitte Consulting LLP koleonard@deloitte.com LinkedIn: KarenOLeonard William Blackstorm Sr. Manager – SSMI Strategic Sourcing and Market Intelligence & Global Talent Analytics Research Division Cisco wiblacks@cisco.com Kelly Payne Director Client Success Glassdoor Twitter: kelly_payne22 Kelly.payne@glassdoor.com
    49. 49. About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms. 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 © 2014 Deloitte Development LLC. All rights reserved. Member of Deloitte Touche Tohmatsu Limited
    50. 50. 5050 This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, 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 shall not be responsible for any loss sustained by any person who relies on this publication.
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