From Big Data to Big Insight - Dave Edwards, SHL/CEB
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From Big Data to Big Insight - Dave Edwards, SHL/CEB

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There has been a lot of talk about big data but the conversation has now moved ...

There has been a lot of talk about big data but the conversation has now moved
onto big insight. Our research shows “For 85% of business leaders, more data is
not adding up to better business decisions”. How can you turn talent analytics data
into insight? And how can you turn this insight into a strategic advantage? Find out
how you can use data to answer questions such as:
• Are we attracting and retaining top talent?
• How strong is our pipeline of future leaders?
• Do we have the right talent on board to drive the next phase of business growth?

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From Big Data to Big Insight - Dave Edwards, SHL/CEB Presentation Transcript

  • 1. From Big Data To Big Insight David Edwards, Head of Professional Services, CEB 1 © 2013 SHL, a part of CEB. All rights reserved. Version 1.0 Last modified 20 September2013 Commercially confidential
  • 2. Solutions Overview Who We Are 30 CEB is the leading member-based advisory company. We give senior leaders and their teams insight into how the most successful organizations operate, equipping them with actionable solutions to transform operations. 110+ CEB’s Integrated Talent Management Services help executives improve business performance by realizing the value and potential of people. We offer support across the entire employee life cycle, engaging HR and leaders from Finance, IT, Sales and other organizational teams. Our SHL Talent Measurement Solutions offer science-based assessments, benchmark data, technologies and consultancy services to help organizations assess, select and develop the right people for the right roles. 10,000+ Years of Experience Countries Represented Participating Organizations 300,000+ Business Professionals 87% of the Fortune 500 80% of the FTSE 100 62% of the Dow Jones Asian Titans 50 Best Practices & Decision Support Leadership Councils Market Insights Tools & Solutions Analytics & Planning Best Practice Implementation 2 Integrated Talent Management Services SHL Talent Measurement Solutions Learning & Development Workforce Surveys & Analytics © 2013 SHL, a part of CEB. All rights reserved. Version 1.0 Last modified 20 September2013 Commercially confidential
  • 3. Problem in the World of Big Data…… Size isn’t the issue…… • 2013 CEB Study – 85% Executives Surveyed stated that more data was not adding up to better decisions • For people in HR and Talent Management Functions this is a problem • Business Leaders recognize the need to identify, develop and retain future managers. But….. What’s the ROI? 3 © 2013 SHL, a part of CEB. All rights reserved. Version 1.0 Last modified 20 September2013 Commercially confidential
  • 4. 4 © 2013 SHL, a part of CEB. All rights reserved. 4 Version 1.0 Last modified 20 September2013 Commercially confidential
  • 5. Moving from Big Data to Big Insights Need to address fundamental questions • Do I have the people to drive my business forward? (Present – Future) • Am I confident that the people investments I make today are going to pay off tomorrow? 5 © 2013 SHL, a part of CEB. All rights reserved. Version 1.0 Last modified 20 September2013 Commercially confidential
  • 6. What is a Big Insight? A big insight tells an organisation whether an issue is truly an issue or not…. ….and, if it is, what actions need to be taken to resolve it and improve organisational performance. It is the value of the insight and not just the size of the data that makes it big. 6 © 2013 SHL, a part of CEB. All rights reserved. Version 1.0 Last modified 20 September2013 Commercially confidential
  • 7. How do I achieve Big Insight? 4 key principles can be applied to deploy talent analytics that deliver the value of big insights: 1.Relevance CEB Study – Only 14% of executives believed that Talent Analytics were being used to explore the right issues. So….best practice in talent analytics…must have relevance 7 © 2013 SHL, a part of CEB. All rights reserved. Version 1.0 Last modified 20 September2013 Commercially confidential
  • 8. HIPO programmes deliver worrying low ROI HIPO programmes target future leaders, yet struggle to do so effectively The top objective of most HIPO programmes (81%) is to build a pipeline for succession management 36% But few HIPO programmes deliver expected talent outcomes Effective Ineffective 64% Only 36% of HIPO programmes are effective at building a pipeline succession management Refers to percentage of respondents who choose Very Effective or Effective on a 7 point scale Source: HIPO Program Operations and Outcomes Survey 2012 With dangerous consequences Nearly 40% of internal job moves made by people identified as “high potentials” end in failure. 40% Failure Success 60% Percentage of internal job moves made by High Potentials that end in failure. Source: CLC HIPO Program Operations and Outcomes Survey, 2012 8 © 2013 SHL, a part of CEB. All rights reserved. Version 1.0 Last modified 20 September2013 Commercially confidential
  • 9. How do I achieve Big Insight? 2.Impact Talent investments are long term…. Need to manage the odds of a positive return on investment 9 © 2013 SHL, a part of CEB. All rights reserved. Version 1.0 Last modified 20 September2013 Commercially confidential
  • 10. How do I achieve Big Insight? 3.Action Shouldn’t just describe where we are now and where we want to be tomorrow….. Should set a prescription for tomorrow….. 10 © 2013 SHL, a part of CEB. All rights reserved. Version 1.0 Last modified 20 September2013 Commercially confidential
  • 11. How do I achieve Big Insight? 4.Perspective The most fundamental of the principles….. Are the right questions being asked? Is the right data being used? “If you do not know how to ask the right question, you discover nothing.” William Edwards Deming (TQM) 11 © 2013 SHL, a part of CEB. All rights reserved. Version 1.0 Last modified 20 September2013 Commercially confidential
  • 12. Challenges we hear “We don’t know if we are bringing the right people into our talent pools.” “We are concerned about the strength of our leadership pipeline.” Only 1/15 Only have the potential to be effective leaders in the near term Source: The SHL Talent Report 2012 29% of high performers currently have the potential to rise and succeed in more senior critical positions Source: CLC Realising the full potential of rising talent 2005 “Our HIPO programmes are not delivering a return for the business. ” “The failure rate of transitioning leaders is high.” Nearly 46% 40% of all transitioning leaders underperform Source: CLC High Impact leadership Transitions, 2012 of internal job moves made by people identified as “high potentials” end in failure Source: CLC HIPO Program Operations and Outcomes Survey, 2012 The vast majority of executives believe their organisations' succession management systems fail to produce a sufficient supply of leaders. 12 © 2013 SHL, a part of CEB. All rights reserved. Version 1.0 Last modified 20 September2013 Commercially confidential
  • 13. Key Questions 1. What is it that people need to have to rise to a more senior position? 2. Will they be successful when they get there? 3. Will the employee you have nominated as high potential be with you when they get there? Note: Between 14% and 33% of high potential candidates reporting that they are looking outside their sponsoring organisation for employment. 13 © 2013 SHL, a part of CEB. All rights reserved. Version 1.0 Last modified 20 September2013 Commercially confidential
  • 14. Results (Lag) What are the outcomes we want to achieve? 14 © 2013 SHL, a part of CEB. All rights reserved. Version 1.0 Last modified 20 September2013 Commercially confidential
  • 15. Behaviour Results (Lag) What behaviours drive those outcomes? 15 © 2013 SHL, a part of CEB. All rights reserved. 15 Version 1.0 Last modified 20 September2013 Commercially confidential
  • 16. Potential (Predictive) Results (Lag) Behaviour What are the characteristics of people that drive those behaviours? 16 © 2013 SHL, a part of CEB. All rights reserved. 16 Version 1.0 Last modified 20 September2013 Commercially confidential
  • 17. Potential (Predictive) Results (Lag) Behaviour Our organising structure 17 © 2013 SHL, a part of CEB. All rights reserved. 17 Version 1.0 Last modified 20 September2013 Commercially confidential
  • 18. 18 © 2013 SHL, a part of CEB. All rights reserved. 18 Version 1.0 Last modified 20 September2013 Commercially confidential
  • 19. Sales Quality Safety Productivity Leadership Cognitive Ability Behavioral Style Motivation Judgment Predictive analytics about people, behaviour and results 19 © 2013 SHL, a part of CEB. All rights reserved. 19 Version 1.0 Last modified 20 September2013 Commercially confidential
  • 20. What is CEB Talent Analytics? CEB Talent Analytics is benchmarking to gain the People Insight that drives business results CEB Talent Analytics benchmarks your critical talent pools against the best in your marketplace and is built upon the largest global database on the potential of to deliver organisational success. CEB Talent Analytics provides data-driven talent insights that improve business performance 20 © 2013 SHL, a part of CEB. All rights reserved. Version 1.0 Last modified 20 September2013 Commercially confidential
  • 21. Applying Talent Analytics Talent Analytics provides data to drive talent decisions:  Talent Audit – Enhances internal talent benchmarks  Recruitment – Directs recruitment spend effectively  Leadership Development – Provides critical insights for leadership effectiveness programs  High Potential Programmes – Ensures high potential programmes are best-in-class  High Volume Programmes – Drives decisions on critical roles (e.g. customer contact) using market-competitive data 21 © 2013 SHL, a part of CEB. All rights reserved. Version 1.0 Last modified 20 September2013 Commercially confidential
  • 22. In summary • Moves predictive analytics from focusing on the individual to a view of the entire organisation • Provides actionable competitive talent data for improving the acquisition and internal deployment of employee talent • Gives an organisation metrics on people effectiveness, not just efficiency • Is a new dimension in corporate analytics that drives business success “CEB is looking to change the game by giving employers new avenues of insight to power decision-making” Aberdeen Group 22 © 2013 SHL, a part of CEB. All rights reserved. Version 1.0 Last modified 20 September2013 Commercially confidential
  • 23. Real insight comes when we look at more granular populations For Example:  Function, geography and job level − An organisation may be attracting great marketing talent but poor sales talent, or strong graduates and weak leaders, or weaker graduates in a particular country − Each function, geography or job level requires a different benchmark for comparison to reveal this insight  Candidate source − From which source is the organisation attracting the strongest/weakest candidates? − We compare each population to the same benchmark to reveal this  Stages through the recruitment process − The process may be selecting more or less of any given top talent − We compare the populations progressing to the same benchmark to reveal this 23 © 2013 SHL, a part of CEB. All rights reserved. Version 1.0 Last modified 20 September2013 Commercially confidential
  • 24. Capability profile through the recruitment process Your recruitment process is screening out Leading & Deciding and Enterprising & Performing strength…  Is the focus on acquiring talent that “delivers” high enough among recruitment decisionmakers?1  The biggest step change is occurring in your assessment centres; look here first Overall process effectiveness: Competency Applicants Invited to Assessment Centre Interviewed % Top talent Hired 50 SHL Banking & Finance Benchmark 1 25 1 0 Leading & Deciding Supporting & Cooperating Interacting & Presenting Analysing & Interpreting Creating & Conceptualising Organising & Executing 24 Adapting & Coping Enterprising & Performing Notes: Benchmark for all applicants reaching each stage in the recruitment process against the banking and finance industry globally. Where bars increase across stages, stronger talent is being acquired. Where the bars decrease across stages, the level of talent is being reduced at successive stages. © 2013 SHL, a part of CEB. All rights reserved. Version 1.0 Last modified 20 September2013 Commercially confidential
  • 25. Evaluating effectiveness by candidate source  Direct candidates appear stronger on five dimensions 1  Candidates supplied by agencies fall short of the benchmarks for Creating and Conceptualizing and Enterprising and Performing2 CEB Talent Analytics can be used to compare recruiting sources or recruiting stage Direct Applicants % Top talent Agency Sourced Applicants 1 1 50 1 1 2 1 2 25 Note: Benchmark for all applicants against the banking and finance industry globally. 0 Leading & Deciding Supporting & Cooperating Interacting & Presenting Analyzing & Interpreting Creating & Conceptualizing Organizing & Executing 25 Adapting & Coping Enterprising & Performing © 2013 SHL, a part of CEB. All rights reserved. Version 1.0 Last modified 20 September2013 Commercially confidential
  • 26. Evaluating the depth of the leadership pool  Overall, this organisation’s hires outperform the benchmark at the High and Very High levels of leadership potential 1 CEB Talent Analytics can be used to compare leadership effectiveness  They might have some challenges in managing processes effectively and delivering against targets Overall leadership potential At their best when working in a well defined role with clear responsibilities and expectations 1 1 Transformational At their best in a high profile role where they can drive innovation and change CEB Banking and Finance Benchmark % Your hires 8% 18% 19% 8% 9% 12% 16% 3% 6% At their best in a role where they can frame, lead and deliver company wide strategy, working closely with and influencing key stakeholders 1 At their best in a role responsible for the implementation of processes and the delivery of targets Notes: Benchmark for all hires against the banking and finance industry globally. Transactional 26 © 2013 SHL, a part of CEB. All rights reserved. Version 1.0 Last modified 20 September2013 Commercially confidential
  • 27. Real World Application of CEB Talent Analytics 27 © 2013 SHL, a part of CEB. All rights reserved. Version 1.0 Last modified 20 September2013 Commercially confidential
  • 28. How do our junior managers compare to the global benchmark population?” 28 © 2013 SHL, a part of CEB. All rights reserved. Version 1.0 Last modified 20 September2013 Commercially confidential
  • 29. How do your junior managers compare to the global benchmark from a competency perspective?  The graph below shows the proportion of your junior managers (pink bars) who fall into the upper quartile of talent (top 25%) on the global SHL Competency Benchmark (horizontal blue lines)  Your junior managers match the global benchmark on Organising & Executing and Enterprising & Performing  They lack bench strength on the other six competencies particularly on Interacting & Presenting  They show higher bench strength on Creating & Conceptualising, Organising & Executing and Enterprising & Performing in comparison to the other competencies SHL Competency Benchmark: ME Retail Organisation Overall Profile ME Retail Org SHL Global Benchmark % Top talent 50 40 30 20 10 0 Leading & Deciding Supporting & Cooperating Interacting & Presenting Analysing & Interpreting Creating & Conceptualising Organising & Executing 29 Adapting & Coping Enterprising & Performing © 2013 SHL, a part of CEB. All rights reserved. Version 1.0 Last modified 20 September2013 Commercially confidential
  • 30. What do they look like in terms of Verbal and Numerical Reasoning Ability...  In comparison to the global benchmark your junior managers underperform at Levels 3 through 5 where talent is strongest for Verbal Reasoning Ability  More than half of your junior managers fall into Level 1 on Verbal Reasoning Ability  For Numerical Reasoning Ability, your junior managers also lack benchstrength at Levels 3 through 5  Around 4 in 5 of your junior managers fall into Levels 1 and 2 on this ability  What do your junior managers look like in terms of Inductive Reasoning Ability? Overall profile: ME Retail Org Numerical Reasoning Ability Verbal Reasoning Ability SHL Global Benchmark 70 70 60 60 50 50 40 40 30 30 20 20 10 10 0 0 Level 1 Level 2 Level 3 Level 4 Level 5 Level 1 Level 2 30 Level 3 Level 4 Level 5 © 2013 SHL, a part of CEB. All rights reserved. Version 1.0 Last modified 20 September2013 Commercially confidential
  • 31. ...and on Inductive Reasoning Ability? • For Inductive Reasoning Ability, your junior managers underperform the global benchmark at Levels 3 through 5 where talent is strongest • You have some junior managers at Level 4 on this ability • Nearly half of your junior managers fall into Level 1 • How do your junior managers compare to the Middle East region? Overall profile: ME Retail Org Inductive Reasoning Ability SHL Global Benchmark 50 70 60 50 40 25 30 20 10 0 0 Level 1 Level 2 Level 3 Level 4 Level 5 Level 1 Level 2 31 Level 3 Level 4 Level 5 © 2013 SHL, a part of CEB. All rights reserved. Version 1.0 Last modified 20 September2013 Commercially confidential
  • 32. How do our junior managers compare to the Middle East benchmark population?" 32 © 2013 SHL, a part of CEB. All rights reserved. Version 1.0 Last modified 20 September2013 Commercially confidential
  • 33. How do your junior managers compare to the Middle East from a competency perspective?  Your junior managers lack bench strength across the competencies in comparison to the Middle East (horizontal blue lines)  This lack of bench strength is less significant for Supporting & Cooperating, Organising & Executing and Adapting & Coping  They show higher bench strength on Creating & Conceptualising, Organising & Executing and Enterprising & Performing in comparison to the other competencies  Why is bench strength lower on certain competencies, in particular Interacting & Presenting? SHL Competency Benchmark: ME Retail Organisation Overall Profile ME Retail Org SHL Middle East Benchmark % Top talent 50 40 30 20 10 0 Leading & Deciding Supporting & Cooperating Interacting & Presenting Analysing & Interpreting Creating & Conceptualising Organising & Executing 33 Adapting & Coping Enterprising & Performing © 2013 SHL, a part of CEB. All rights reserved. Version 1.0 Last modified 20 September2013 Commercially confidential
  • 34. How do your junior managers compare to the Middle East on Verbal and Numerical Reasoning Ability...  For Verbal Reasoning Ability, your junior managers underperform the Middle East on Levels 3 through 5 where talent is strongest  They also lack bench strength at Levels 3 through 5 on Numerical Reasoning Ability in comparison to the Middle East  How do your junior managers compare to the Middle East on Inductive Reasoning Ability? Overall profile: ME Retail Org Numerical Reasoning Ability Verbal Reasoning Ability SHL Middle East Benchmark 70 70 60 60 50 50 40 40 30 30 20 20 10 10 0 0 Level 1 Level 2 Level 3 Level 4 Level 5 Level 1 Level 2 34 Level 3 Level 4 Level 5 © 2013 SHL, a part of CEB. All rights reserved. Version 1.0 Last modified 20 September2013 Commercially confidential
  • 35. ...and on Inductive Reasoning Ability? • For Inductive Reasoning Ability, your junior managers underperform the Middle East at Levels 3 through 5 where talent is strongest • You have some junior managers at Level 4 on this ability • How can these abilities be developed among your junior managers? Overall profile: ME Retail Org Inductive Reasoning Ability SHL Middle East Benchmark 50 70 60 50 40 25 30 20 10 0 0 Level 1 Level 2 Level 3 Level 4 Level 5 Level 1 Level 2 35 Level 3 Level 4 Level 5 © 2013 SHL, a part of CEB. All rights reserved. Version 1.0 Last modified 20 September2013 Commercially confidential
  • 36. Summary of findings and recommendations • Overall, your junior managers show bench strength but this varies across the eight competencies • Bench strength is higher for Creating & Conceptualising, Organising & Executing and Enterprising & Performing in relation to the other competencies • A key development need has been identified as Interacting & Presenting • Your junior managers match the global benchmark on Organising & Executing and Enterprising & Performing • They lack bench strength when compared to the Middle East region • Why is bench strength lower for certain competencies? • Which competencies are essential for effectiveness in the junior manager role? • From a Reasoning Ability perspective, your junior managers underperform against the global and Middle East benchmark populations • For Inductive Reasoning Ability, you have some junior managers at Level 4 • How can you develop these talent gaps and abilities among your junior managers? 36 © 2013 SHL, a part of CEB. All rights reserved. Version 1.0 Last modified 20 September2013 Commercially confidential
  • 37. How do I achieve Big Insight? 1.Relevance 2. Impact 3. Action 4. Perspective 37 © 2013 SHL, a part of CEB. All rights reserved. Version 1.0 Last modified 20 September2013 Commercially confidential
  • 38. Thank you David Edwards Head of Professional Services, CEB David.edwards@shl.com Come and see us on stand B30 38 © 2013 SHL, a part of CEB. All rights reserved. Version 1.0 Last modified 20 September2013 Commercially confidential