The Talent Equation (2014 PeopleScout Client Forum)
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The Talent Equation (2014 PeopleScout Client Forum)

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Big Data Lessons for Navigating the Skills Gap and Building a Competitive Workforce

Big Data Lessons for Navigating the Skills Gap and Building a Competitive Workforce

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The Talent Equation (2014 PeopleScout Client Forum) Presentation Transcript

  • 1. © 2014 CareerBuilder© 2014 CareerBuilder Big Data Lessons for Navigating the Skills Gap and Building a Competitive Workforce Presented by: Jamie Womack, VP Marketing @JamieWo THE TALENT EQUATION
  • 2. © 2014 CareerBuilder IMPACT OF DATA DRIVEN DECISIONS 1 | Companies that make data-driven decisions are 5-6% more productive than those who do not. Source: Talent Equation
  • 3. © 2014 CareerBuilder AGE OF TALENT 2 |
  • 4. © 2014 CareerBuilder DECADE OF TALENT MANAGEMENT 3 | Unparalleled Season of Innovation and Technology Shift Aging Population Shift to Knowledge Workers GlobalismAging Workforce
  • 5. © 2014 CareerBuilder TALENT = KEY CONCERN FOR CEO’S 4 | Talent constraints have impacted costs - but also factor in lost opportunities Our talent-related expenses rose more than expected We weren’t able to innovate effectively We were unable to pursuit a market opportunity We cancelled or delayed a key strategic initiative We couldn’t achieve growth forecasts in overseas markets We couldn’t achieve growth forecasts in the country where we are based Our production and/or service delivery quality standards fell 43 % 31 % 29% 24% 24% Q: Have talent constraints impacted your company’s growth and profitability over the past 12 months in the following ways? Base: All respondents(1,258) / Source: PwC 15th Annual Global CEO Survey 2012
  • 6. © 2014 CareerBuilder BIG TALENT SHORTAGES 5 | Source: McKinsey Global Institute U.S. Jobs survey, 2011. McKinsey Global Institute Analysis. Companies Report That Positions in Management, Engineering and Computer Programming are the Most Difficult to Fill Management Business Support Functions Science/Engineering Computer Programmers/It Sales/Marketing Customer Service Staff Creative Administrative Support Laborers, Movers, Drivers Production Workers Manual Tradesmen 25.4 26.4 17.8 17.4 17.2 12.8 9.3 8.6 8.0 7.5 7.1 Which Positions Are Most Difficult to Fill? % Of respondents (n=1,285)
  • 7. © 2014 CareerBuilder WHICH FIELD OF STUDY HAS GROWN MORE RAPIDLY IN THE LAST 20 YEARS? 6 | a) Engineering b) Math & Computer Science c) Physical Sciences d) Psychology
  • 8. © 2014 CareerBuilder STEM= GROWING DEMAND 7 |
  • 9. © 2014 CareerBuilder STEM – FLAT OR SHRINKING SUPPLY 8 |
  • 10. © 2014 CareerBuilder 35 LAWS OF SUPPLY & DEMAND
  • 11. © 2014 CareerBuilder TALENT SCARCITY IN A DIGITAL AGE 10 | Significant Power Shift from Employer to Candidate Talent is Scarce Digital Divide = Consumer Candidate
  • 12. © 2014 CareerBuilder HUMAN RESOURCE INVESTMENTS 11 | Source: CareerBuilder U.S. Jobs Forecast 2014 22% Mobile readiness Where do companies plan to invest additional resources into their recruitment strategy for 2014? 22% Enhancements to company career site 16% Front office tools 29% Workforce analytics/ Access to data 11% Other
  • 13. © 2014 CareerBuilder12 |
  • 14. © 2014 CareerBuilder© 2014 CareerBuilder13 | How HR Can Use Big Data to Manage the Evolving Workforce Navigating the Skills Gap Digital Divide Labor Market Past, Present and Future
  • 15. © 2014 CareerBuilder PAST VS. PRESENT 14 | In 1979, 24% of Americans worked in manufacturing; that’s fallen to 9% in 2012. Employment in private education and health care has skyrocketed; accounting for 7% of the workforce in 1979 and 15% in 2012. Professional and Business Services is the other big mover – from 7% to 13%. 24% 9% 15% 7% 7% 13% Source: Talent Equation
  • 16. © 2014 CareerBuilder 600,000 UNFILLED JOBS 15 |
  • 17. © 2014 CareerBuilder COMPUTER CONTROL PROGRAMMERS 16 |
  • 18. © 2014 CareerBuilder “THE KILLER APP” 17 | The “killer app” of the labor market therefore is the employee who can successfully merge right and left brain skills the social/strategic with the technical. Source: Talent Equation
  • 19. © 2014 CareerBuilder DATA SCIENTIST 18 |
  • 20. © 2014 CareerBuilder DATA SCIENTIST SKILLS: HADOOP DEMAND DOUBLING EVERY 6 MONTHS 19 | Source: Supply & Demand
  • 21. © 2014 CareerBuilder HADOOP: RESULTING IN TIGHTER LABOR MARKET 20 | Source: Supply & Demand
  • 22. © 2014 CareerBuilder© 2014 CareerBuilder21 | How HR Can Use Big Data to Manage the Evolving Workforce Digital Divide Navigating the Skills Gap Labor Market Past, Present and Future
  • 23. © 2014 CareerBuilder SKILLS GAP TODAY 22 | 8 in 10 employers have difficulty filling positions More than half have an open position today for which they cannot find qualified talent On average, a company loses more than $14,000 for every job that stays vacant for three months or longer. 1 in 6 say they lose $25,000 or more. 14K 14K 14K Source: The Shocking Truth About the Skills Gap Study (CareerBuilder 2014)
  • 24. © 2014 CareerBuilder LONG-TERM UNEMPLOYED 23 | 24 % 45% 2001 2014 Share of unemployed who’ve been out of work for more than 27 weeks has risen to abnormal levels this recession – peaking at 45%. Following the 2001 recession, the share never got above 24%. Source: Talent Equation
  • 25. © 2014 CareerBuilder WHAT’S CAUSING THE GAP TODAY? 24 | Education On the Job Training Job Requirements Shifting Technologies Wage
  • 26. © 2014 CareerBuilder NAVIGATING THE SKILLS GAP 25 | What macroeconomic event should happen in the face of skill shortages? Wage Hikes for In-Demand Jobs Rising wages encourages more workers to enter fields Most wages have remained flat IT Wages have increased & will continue Manufacturing skills gap is less because flat wages . Source: Talent Equation
  • 27. © 2014 CareerBuilder WHO IS RESPONSIBLE IN RE-SKILLING? 26 | What are companies current views on training? “Being able to provide training” ranks low on HR professionals’ list of concerns 47% of private U.S. employers have no training budgets. 21% of employees said they’ve acquired new skills through company-provided training over the previous five years (Accenture). 66% of companies agree it’s the primary responsibility of the worker 67% 67% also agree companies should do more to train workers for hard-to-find skills. Source: Talent Equation
  • 28. © 2014 CareerBuilder SKILLS GAP 27 |
  • 29. © 2014 CareerBuilder EMPLOYER INVOLVEMENT 28 |
  • 30. © 2014 CareerBuilder What are you doing to close your gaps? 29 |
  • 31. © 2014 CareerBuilder© 2014 CareerBuilder30 | Digital Divide How HR Can Use Big Data to Manage the Evolving Workforce Labor Market Past, Present and Future Navigating the Skills Gap
  • 32. © 2014 CareerBuilder DATA VS. BIG DATA 31 | vs
  • 33. © 2014 CareerBuilder Volume Variety Velocity ► 32 ◄
  • 34. © 2014 CareerBuilder TALENT ASSESSMENTS ► 33 ◄ Criminal Background Checks Job Hopper or Unemployed Browsers
  • 35. © 2014 CareerBuilder HUMAN CAPTITAL METRICS 34 | Employee productivity and performance metrics Compensation trends Length of service Education attainment Employment history Skills composition Supply and demand of talent - locally, regionally and nationally Personality types/pyscho- metrics Source: Talent Equation
  • 36. © 2014 CareerBuilder EXTERNAL DATA 35 |
  • 37. © 2014 CareerBuilder 36 CREATE SUPPLY – EMT TO RN
  • 38. © 2014 CareerBuilder RISE OF EDUCATION 37 | Is college still a good value for the consumer, economically speaking? Vs. Source: Talent Equation $652/week 7.6% $1300/week 3.5%
  • 39. © 2014 CareerBuilder VALUE OF EDUCATION 38 | Companies are relying on college-educated workers in jobs that previously required high school degrees. Customer Service *For study methodology and notes, see page 45 of Talent Equation Sales Management 64% - Higher Quality Work 45% - More productivity 22% - Increase Revenue
  • 40. © 2014 CareerBuilder EDUCATION NOT NEEDED? 39 | Correlation disappeared for manufacturing degrees. Typical college education may not affect productivity for many middle-skill production workers. Going forward, many manufacturing workers will need advanced STEM skills. Value added benefit not significant for an increase in IT workers with college degrees. Source: Talent Equation
  • 41. © 2014 CareerBuilder AVERAGE TENURE 40 |
  • 42. © 2014 CareerBuilder APPROACHES TO RETENTION 41 | How can big data help companies avoid costly attrition? Xerox cut their attrition by 20% for call center employees after learning creative types are more likely to stay than inquisitive/empathetic workers. Source: Talent Equation
  • 43. © 2014 CareerBuilder MOTIVATION TO STAY: SALARY VS. HOURLY 42 | TOP RETENTION FACTORS: HOURLY VS. SALARY Hourly Salaried 1 Job Satisfaction – 53% Job Satisfaction – 63% 2 Extrinsic Rewards – 47% Constituent Attachments – 36% 3 Constituent Attachments – 35% Advancement Opportunities – 30% 4 Organizational Commitment – 18% Extrinsic Rewards – 29% 5 Lack of Alternatives/Org. Prestige – 11% Organizational Prestige – 27% Are salaried workers motivated to stay with a company for different reasons than lower paid, hourly workers? Source: Talent Equation
  • 44. © 2014 CareerBuilder RISKS/ROADBLOCKS USING DATA 43 | U.S. will be short up to 1.5 million data analysts and business managers capable of putting the complex data at their fingertips to use. (McKinsey) 6 percent of HR departments think they are “excellent” at data analytics. 1.5 MILLION 6 PERCENT There’s an inherent risk in assuming all data is relevant data or that all data is truth. In reality, the bigger the data gets, the more difficult reigning it in becomes. Source: Talent Equation
  • 45. © 2014 CareerBuilder What questions would you ask if you had the data? 44 |
  • 46. © 2014 CareerBuilder© 2014 CareerBuilder45 | Digital Divide Labor Market Past, Present and Future How HR Can Use Big Data to Manage the Evolving Workforce Navigating the Skills Gap
  • 47. © 2014 CareerBuilder PUBLISH LIFE- STREAM MICROBLOG SHARE DISCUSS SOCIAL NETWORKS LIVECAST MMO SOCIAL GAMES VIRTUAL WORLDS
  • 48. © 2014 CareerBuilder► 47 ◄ Source: NBC News A NEW WAY TO COMMUNICATE
  • 49. © 2014 CareerBuilder© 2014 CareerBuilder HOW ARE YOU ENJOYING THE 3-DAY WORKWEEK?
  • 50. © 2014 CareerBuilder► 49 ◄ CANDIDATE BEHAVIOR search for jobs while at work different resources are used on average before applying to a job Of full-time employed workers are actively looking or open to new job opportunities Source: CareerBuilder and Inavero Candidate Behavior Study 2013
  • 51. © 2014 CareerBuilder BE MOBILE ► 50 ◄ vs.
  • 52. © 2014 CareerBuilder► 51 ◄ CANDIDATE EXPERIENCE = CONSUMER EXPECTATION
  • 53. © 2014 CareerBuilder PIPELINING + CRM 52 | What is continuous recruitment? The process of sourcing and connecting with candidates even if there are no current open positions that suit their interests or abilities.  72% of employers said the strategy reduces time to hire  41% say it reduces cost per hire. Source: Talent Equation
  • 54. © 2014 CareerBuilder KEY TAKEAWAYS 53 | Understand your own labor market’s history and future Determine what big data sets you have today – and what ones can help you in the future Use that data to help you build smarter, more strategic recruitment strategies
  • 55. © 2014 CareerBuilder© 2014 CareerBuilder wwww.TalentEquationBook.com FOR MORE INFORMATION, VISIT 54 |