Jeremy Shapiro Keynote London
 

Jeremy Shapiro Keynote London

on

  • 484 views

 

Statistics

Views

Total Views
484
Views on SlideShare
484
Embed Views
0

Actions

Likes
0
Downloads
18
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Jeremy Shapiro Keynote London Jeremy Shapiro Keynote London Presentation Transcript

    • Competing on Talent AnalyticsJeremy ShapiroExecutive Director, Talent AnalyticsMorgan Stanley
    • Our Agenda What’s driving this wave of analytics? Three stories about talent analytics One way to think about analytics 2
    • What’s driving this wave of analytics? 3
    • 3.74 trillion dollarsinvested insustainability.That’s 10% of theworld’s investments.(source: US SIF) 4
    • What is the 6th “Capital”? (Integrated Reporting) Financial Manufactured Intellectual Natural Social 5
    • We’re catching on…Talent Matters to Performance Each bar represents a pair of companies in the same industry with Good Company score differences of 3 points or more. The bar represents the stock performance of the company with the higher Good Company score, minus the stock performance of the company with the lower score. 6
    • We’re catching on…Talent Matters to Performance 2012 Towers Watson Global Workforce Study 7
    • LAFF -company won’t excel if its employees are ―A UK disengaged and uncommitted, no matter how its directors are paid. More fundamentally, the ever expanding science of human behaviour shows that financial incentives have a limited role to play in getting the best out of people. A new approach is needed.‖ - LAPFF Chair Ian Greenwood 55 UK public sector pensions £250 BN in UK assets 8
    • What kind of metrics are we talking about?• Turnover• Training & Education• Employee Engagement• Talent Management• Health, Safety & Unionization• Gender equality 9
    • Three stories about talent analytics 10
    • 11
    • 12
    • 13
    • Employees who rated their manager a “5” were twice aslikely to go beyond the call of duty at work. Willingness to beyond the call of 100% 50% duty. Score of "4" Score of "5" Manager rating (1 – 5) 14
    • Linking employee sentiment to sales 15
    • One way to think about analytics 16
    • Applying Talent Analytics Talent Supply Chain How should my workforce Real Time Optimization - needs adapt to changes inthe business environment? Talent Value Model Institutional Action Why do employees choose to stay with or Workforce Forecasts leave my company? How do I know when to Predictive Action staff up or cut back? HC Investment Analysis Which actions have Differentiated Action the greatest impact Analytical HR on my business? Which units, Key Targets/Segments departments or individuals need Human Capital Facts attention? Data in Order What are key indicators of my organization’s overall health?Copyright © 2013 Jeanne Harris, Thomas H. Davenport, and Jeremy Shapiro. All Rights Reserved. 17
    • The DELTA Model and Talent Analytics DELTA Model Organization Talent Analytics Data Smile frequency among customer— • Right HR Metrics facing staff • Augment existing with new Enterprise Quarterly employee engagement • Broad access to employee data surveys • Important statistical relationship between employee satisfaction and company performance Leadership Manager adoption crucial – analytics in • Belief that human-capital insights should be company language used to solve business problems Targets Initial priority – hire the right people. • Based on priority talent challenges combined Shifted to gaining insight into employee with business priorities attrition over a two year period Analysts Established HR analytics groups to • Combination HR and statistical analysis gain deeper insights into people expertise practicesCopyright © 2013 Jeanne Harris, Thomas H. Davenport, and Jeremy Shapiro. All Rights Reserved. 18
    • Learn Wisely – Mistakes to Avoid1. Treating people like interchangeable widgets2. Waiting for 100% accurate data3. Ignoring factors that can’t easily be translated into measures4. Working in silos – getting cross functional help5. Failure to monitor organizational priorities; creating irrelevant analysesCopyright © 2013 Jeanne Harris, Thomas H. Davenport, and Jeremy Shapiro. All Rights Reserved. 19
    • In sum…What you do intalent analyticsmatters… a lot 20
    • Thank YouThank You• Jeremy Shapiro• shapirojeremy@gmail.com• LinkedIn: Measuring Human Capital 21