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Nick Holley - Talent Management Minus Big Data

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  • 1. Talent – Big Data = Unsubstantiated Rubbish
  • 2. So what is Big Data ?
  • 3. Every two days we create as much information as we did from the dawn of civilization up until 2003
  • 4. 247,000,000,000 emails per day
  • 5. IN THE LAST 50 YEARS THE NEW YORK TIMES HAS PUBLISHED 2,900,000,000 WORDS
  • 6. TWITTER PUBLISHES 8,000,000,000 WORDS EVERY DAY
  • 7. WHY?
  • 8. MOORE’S LAW
  • 9. ANALYTICAL TOOLS
  • 10. DATA VISUALISATION
  • 11. 2008 Research
  • 12. 2008 Key Conclusions • • • • Leadership Commitment Alignment to business strategy Specific vs generic Technology doesn’t work
  • 13. 2013 Research 13
  • 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. 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. 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. DATA OVERLOAD DATA ANALYSIS INSIGHT ACTION BUSINESS PROBLEM
  • 18. DATA ANALYSIS INSIGHT ACTION BUSINESS PROBLEM
  • 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. • 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. 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. 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. ?
  • 24. TURKEYS DON’T VOTE FOR CHRISTMAS
  • 25. INABILITY TO WORK AS A TEAM
  • 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. 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