Talent – Big Data =
Unsubstantiated Rubbish
So what is
Big Data ?
Every two
days we
create as
much
information
as we did
from the
dawn of
civilization
up
until 2003
247,000,000,000 emails
per day
IN THE LAST 50 YEARS
THE NEW YORK TIMES
HAS PUBLISHED
2,900,000,000 WORDS
TWITTER
PUBLISHES
8,000,000,000
WORDS
EVERY DAY
WHY?
MOORE’S
LAW
ANALYTICAL
TOOLS
DATA
VISUALISATION
2008 Research
2008 Key Conclusions
•
•
•
•

Leadership Commitment
Alignment to business strategy
Specific vs generic
Technology doesn’t ...
2013 Research

13
“Big Data is the last
chance HR has to be
relevant”

“I think for far too
long HR has asserted
unsubstantiated
rubbish”
“I...
Phil Simon Too big to
ignore: the
business
case for big
data

“HR folks tend to almost
exclusively rely on gut
instincts v...
Big data can
transform the
impact of talent
management

It engages leaders - it talks their
language; data, numbers,
about...
DATA OVERLOAD
DATA

ANALYSIS

INSIGHT

ACTION

BUSINESS
PROBLEM
DATA

ANALYSIS

INSIGHT

ACTION

BUSINESS
PROBLEM
What is our business
plan?

Where are our growth
opportunities?

Where are the cash cows we need
to maintain?

Which are t...
• Processed data from assessment
centres - what makes a successful
revenue generator?
• Not all competencies are equal.
• ...
RETAIL
EXAMPLE

• Sales in Sheffield shot up - only
variable change in store manager.
• Analysed what was it about that
st...
AIRLINE
EXAMPLE

• Assumed ex military = best pilots
• Properly analysed role of pilots from
flying skills to key metrics:...
?
TURKEYS
DON’T VOTE
FOR
CHRISTMAS
INABILITY
TO WORK
AS A
TEAM
“Your CFO Won’t Believe You Anyway: Any CFO worth his ledger isn’t
going to believe your stated ROI for a talent or HR pro...
This is the future for Talent
•
•
•
•
•
•
•
•

From the business issue not the data.
Don't be seduced by the technology
St...
Nick Holley - Talent Management Minus Big Data
Nick Holley - Talent Management Minus Big Data
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Nick Holley - Talent Management Minus Big Data

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Nick Holley - Talent Management Minus Big Data

  1. 1. Talent – Big Data = Unsubstantiated Rubbish
  2. 2. So what is Big Data ?
  3. 3. Every two days we create as much information as we did from the dawn of civilization up until 2003
  4. 4. 247,000,000,000 emails per day
  5. 5. IN THE LAST 50 YEARS THE NEW YORK TIMES HAS PUBLISHED 2,900,000,000 WORDS
  6. 6. TWITTER PUBLISHES 8,000,000,000 WORDS EVERY DAY
  7. 7. WHY?
  8. 8. MOORE’S LAW
  9. 9. ANALYTICAL TOOLS
  10. 10. DATA VISUALISATION
  11. 11. 2008 Research
  12. 12. 2008 Key Conclusions • • • • Leadership Commitment Alignment to business strategy Specific vs generic Technology doesn’t work
  13. 13. 2013 Research 13
  14. 14. “Big Data is the last chance HR has to be relevant” “I think for far too long HR has asserted unsubstantiated rubbish” “It will tell us shocking things we don’t want to hear” 2013: The technology does work
  15. 15. Phil Simon Too big to ignore: the business case for big data “HR folks tend to almost exclusively rely on gut instincts versus making decisions based on data. I’m convinced that as the profession continues to embrace the use of data and analytics into its practices, that it will also continue to solidify its role within the C-Suite”
  16. 16. Big data can transform the impact of talent management It engages leaders - it talks their language; data, numbers, about things they care about; productivity, performance, building strategic capability
  17. 17. DATA OVERLOAD DATA ANALYSIS INSIGHT ACTION BUSINESS PROBLEM
  18. 18. DATA ANALYSIS INSIGHT ACTION BUSINESS PROBLEM
  19. 19. What is our business plan? Where are our growth opportunities? Where are the cash cows we need to maintain? Which are the critical areas to deliver our strategy – the 2/3 things we need to do which will provide the biggest quantum of value creation? How will we win in the market, make money? In each case who are our competitors and how will we win business from them? In each case who are our customers and how will we attract or retain them? What is our core brand proposition? What are the talent implications What are the talent gaps/issues? What does HR need to do? In each case what are the capabilities (the key people skills and behaviours) needed to deliver this competitive position? Where do we have the biggest capability gaps? Where should HR focus its talent activities to close these gaps? Are these capabilities general capabilities or do they relate to specific key roles and if so which ones are they? What is the culture that underpins this brand? Where do we have the biggest vulnerabilities in terms of critical roles? What’s the gap between this desired and actual culture? How does this match where HR currently focuses? Based on this whole conversation what’s the one thing you would like HR to deliver that would add the greatest value against the business strategy?
  20. 20. • Processed data from assessment centres - what makes a successful revenue generator? • Not all competencies are equal. • Rated them on a 4 point scale. • Each point = £450K in extra revenue once they made partner PROFESIONAL SERVICES EXAMPLE
  21. 21. RETAIL EXAMPLE • Sales in Sheffield shot up - only variable change in store manager. • Analysed what was it about that store manager. • Applied it across the network. • Marketing had been doing a lot of work on best margins and most profitable customers but without linking it to people so were missing the key drivers of performance.
  22. 22. AIRLINE EXAMPLE • Assumed ex military = best pilots • Properly analysed role of pilots from flying skills to key metrics: on-time arrivals, flight safety etc. • Insight ex military pilots don't necessarily make the best commercial pilots. • Improved the selection process, reduced selection costs, time to hire and the need for training by 20%.
  23. 23. ?
  24. 24. TURKEYS DON’T VOTE FOR CHRISTMAS
  25. 25. INABILITY TO WORK AS A TEAM
  26. 26. “Your CFO Won’t Believe You Anyway: Any CFO worth his ledger isn’t going to believe your stated ROI for a talent or HR program. He’s used to making fresh-faced, Ivy League MBAs cry by dissecting a financial proposal’s every assumption and pointedly questioning its logic. And that’s with investments that have quantifiable inputs and outputs! Your ROI analysis that takes “soft” inputs (engagement, training, coaching) and proposes specific dollar returns (or vice versa) will be met with a polite smile and a hidden smirk.” Talent Management ROI (Ridiculously Overwrought Insecurity). Marc Effron, April 2, 2013 http://www.hrexaminer.com/talent-management-roi-ridiculously-overwrought-insecurity/
  27. 27. This is the future for Talent • • • • • • • • From the business issue not the data. Don't be seduced by the technology Start small, prove the concept. Join your HR data with finance, marketing, risk etc Presentation is critical - KISS Recruit people who get it Develop data comfort Data is a tool not the answer, never lose track of the human element of talent
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