The Analytical HR Professional: A Look at Data-Driven Talent Management

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Faced with unprecedented generational shifts and evolving business imperatives for smart growth, the need for a complete and comprehensive view of the workforce - from skills, competencies and performance to hiring and retiring - has never been higher. However, many organizations lack the critical insight needed to identify high performers, develop high potentials, ensure that the right employees receive the right training and effectively deploy one of their most valuable resources - their people - to execute the organization's strategy. Join Lisa Rowan of IDC Research as she discusses the role of workforce for HR leaders seeking a more proactive role in driving business strategy. She will discuss how organizations can use a data-driven approach to HR to advance the workforce and seize market opportunities, and share tips for getting started.

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The Analytical HR Professional: A Look at Data-Driven Talent Management

  1. 1. The Analytical HR Professional: A Look at Data-Driven Talent Management You can listen to today’s webinar using your computer’s speakers or you may dial into the teleconference. If you would like to join the teleconference, please dial 1.866.469.3239 and enter access code: xxx xxx xx. You will be on music hold until the seminar begins. #TMwebinar
  2. 2. The Analytical HR Professional: A Look at Data-Driven Talent Management Speaker: Lisa Rowan Program Director, HR and Talent Management Services IDC Moderator: Daniel Margolis Managing Editor Talent Management magazine #TMwebinar
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  5. 5. Frequently Asked Questions1. Will I receive a copy of the slides after the webinar? YES 2. Will I receive a copy of the webinar recording? YES Please allow up to 2 business days to receive these materials. #TMwebinar
  6. 6. The Analytical HR Professional: A Look at Data-Driven Talent Management Daniel Margolis Managing Editor Talent Management magazine #TMwebinar
  7. 7. The Analytical HR Professional: A Look at Data-Driven Talent Management Lisa Rowan Program Director, HR and Talent Management Services IDC #TMwebinar
  8. 8. The Analytical HRProfessionalA look at the future of data-driventalent managementLisa RowanProgram Director, HR, Learning, andTalent StrategiesMay 2011Copyright IDC. Reproduction is forbidden unless authorized. All rights reserved.
  9. 9. Who is IDC? • IDC is the premier global market intelligence, events, and advisory firm • We analyze and predict technology trends so that our clients can make strategic, fact-based strategic decisions • Now with 1000+ analysts covering 90 countries, we have been delivering IT intelligence, industry analysis, market data, and strategic guidance since 1964 • IDC is a division of IDG, the worlds leading technology media, research, and event company© IDC Visit us at IDC.com and follow us on Twitter: @IDC May-11
  10. 10. Agenda  Why analytics now?  Where have we gone wrong?  Brief taxonomy and history  How to think about HR analytics for your organization  Getting started© IDC Visit us at IDC.com and follow us on Twitter: @IDC May-11 9
  11. 11. Setting the Stage© IDC Visit us at IDC.com and follow us on Twitter: @IDC May-11 10
  12. 12. Talent Imperative: Situation© IDC Visit us at IDC.com and follow us on Twitter: @IDC May-11 11
  13. 13. U.S. Workforce State of Mind Over 50% are willing or looking to move Plan to retire 7% Have plans to leave 3% Actively looking 9% No plans to leave 44% Not looking but open 37%Source: Tower Watson 2010 Global Workforce Study – U.S.© IDC Visit us at IDC.com and follow us on Twitter: @IDC May-11 12
  14. 14. Talent Initiatives - Importance For each of the following talent initiatives, please indicate the level of IMPORTANCE of each to your organization Recruiting - attracting top talent 3.9 Aligning corporate goals with group and individual goals Very 3.8 Performance management Important 3.8 Compensation planning and pay-for-performance 3.7 Leadership development Less 3.5 Employee development Important 3.2 Workforce planning 3.2 Reducing turnover Least 3.2 Important Succession planning Source: IDCs CMO Survey, 2010© IDC Visit us at IDC.com and follow us on Twitter: @IDC May-11 13
  15. 15. Workforce of the Future – my Hypothesis 2009 2012 Permanent on-premise Home-based Permanent on-premise Home-based Contingent Freelance Contingent Freelance© IDC Visit us at IDC.com and follow us on Twitter: @IDC May-11 14
  16. 16. Rich Areas for Capitalizing on DataConvergence Multiple Strong Linkages Compensation Recruiting • Distinguish • Attributes of rewards for high achievers top performers Performance (Reward and Retain) Career and Learning Succession Measure • Identify and • Prescribe develop DevelopSource: IDC, 2011 © IDC Visit us at IDC.com and follow us on Twitter: @IDC May-11 15
  17. 17. Summing up „why now?‟  Volatility in workforce engagement  More and varied types of workers getting the job done  Unprecedented focus on talent  Richer sources of data to mine for highlighting risk and improving workforce agility© IDC Visit us at IDC.com and follow us on Twitter: @IDC May-11 16
  18. 18. Where have we gone wrong?© IDC Visit us at IDC.com and follow us on Twitter: @IDC May-11 17
  19. 19. Where have we gone wrong? It‟s not so much that we‟ve gone wrong as other factors have come into play:  The „snowflake effect‟ – no two organizations measure the same things and even if some overlap, they may not measure similarly  Workforce analytics in a vacuum are insufficient to influence business decisions. Your own data only tells part of the story  Frequently need data outside of HRs direct ownership  HR metrics are just part of the picture  The HR organization frequently doesn‟t have an analytical orientation© IDC Visit us at IDC.com and follow us on Twitter: @IDC May-11 18
  20. 20. Analytics Taxonomy© IDC Visit us at IDC.com and follow us on Twitter: @IDC May-11 19
  21. 21. Business Analytics Industry Evolution Data/ Predictive Content Technology Analytics End-Users Collaboration AlertingNumber of people & Workflow Analysts UI and Process Dashboards & Process Templates Visualization Awareness IT Staff Ad-hoc Query, Unified Access Data Models Scorecards OLAP & Analysis Knowledge Reporting Data Appliances Capture & Statistics Warehousing Data Quality Learning 1975–1989 1990–2004 2005–2020 Query, Reporting, OLAP, Data Mining, Statistical analysis Business intelligence Suites and Analytic Applications Decision Management Solutions © IDC Visit us at IDC.com and follow us on Twitter: @IDC May-11
  22. 22. Workforce Analytics: Part of A BiggerPicture Performance Management & Analytic Applications Business Intelligence Tools Financial Performance CRM Analytic Applications Query, Reporting, and & Strategy Management Sales -, Customer Service -, Contact Analysis Tools Budgeting, Planning, Consolidation, Center -, Marketing -, Web Site Dashboards, production reporting, Profitability, Strategy Management Analytics, Price Optimization OLAP, ad-hoc query Services Operations Advanced Analytics Tools Supply Chain Data mining and statistics Analytic Applications Financial Analytic Applications services, education, government, Procurement, logistics, inventory, healthcare, communications services, manufacturing. etc. Content Analysis Tools Production Planning Analytic Applications Workforce Analytic Demand, supply, and Applications production planning Spatial Information Analytics Tools Data Warehouse Management Platform Data Warehouse Management Data Warehouse Generation Data extraction, transformation, loading; data quality© IDC Visit us at IDC.com and follow us on Twitter: @IDC May-11 21
  23. 23. Why is this a good time?1. Innovation at the intersections with  Collaboration  Knowledge capture & learning & sharing  Content analysis  Business process management (incl. complex event processing)2. Technology & Deployment  In-memory processing, in-database analytics, search-based applications, non-row databases, non-SQL analytics  Mobile, Cloud, Outsourced, On-Premise Source: IDC, Market Analysis Perspective: Worldwide Business Analytics Solutions 2010 - The Emerging Mass Market for Business Intelligence, Analytics, and Data Warehousing Mar 2011 Doc # 227397© IDC Visit us at IDC.com and follow us on Twitter: @IDC May-11 22
  24. 24. Anatomy of HR Analytics© IDC Visit us at IDC.com and follow us on Twitter: @IDC May-11 23
  25. 25. Dimensionality of Decisions: Decision Management Model Highest levelHIGH Degree of Automation LOW corporate Collaborative Planning, Advanced Analytics objective Strategic Level of Collaboration Number of Decisions Dimensions: • # of decisions • Scope/Degree of risk • Level of collaboration (# of stakeholders?) Operational (Policy Hub) • Degree of automation Tactical Intelligent Process AutomationLOW HIGH Scope of Decision © IDC Visit us at IDC.com and follow us on Twitter: @IDC May-11
  26. 26. Workforce Examples in Motion HIGH Degree of Automation LOW Increase profitability Maximize workforce productivity Retain top performers Strategic Level of Collaboration Number of Decisions Increase quality of hire Reduce time- to-fill Speed time to Operational productivity Lower cost (Policy Hub) of talent acquisition Fill key skills gaps Match learning to the job Tactical Lower cost of training LOW HIGH Scope of Decision Level of uncertainty© IDC Visit us at IDC.com and follow us on Twitter: @IDC May-11
  27. 27. Workforce Example QuestionsTo Ask Yourselves HIGH Degree of Automation LOW  Do we need to improve processes to reduce manual check production? Strategic General HR Level of Collaboration Number of Decisions  Do we have sufficient labor to meet next quarters demand? Administration Operational  Do we need to reduce payroll costs to be in alignment with the industry? (Policy Hub) Tactical LOW HIGH Scope of Decision HIGH Degree of Automation LOW  Do we need to open any job requisitions in light of demand? Strategic Level of Collaboration Number of Decisions Recruiting  Is time-to-fill positions impacting company performance? Operational (Policy Hub)  Do we need to improve the quality of hire? Tactical LOW HIGH Scope of Decision HIGH Degree of Automation LOW  Are our people prepared for emerging technology? Strategic Level of Collaboration Number of Decisions Learning  Is training reaching those that need it the most? Operational (Policy Hub)  Are learning programs having the needed impact on performance? Tactical LOW HIGH Scope of Decision HIGH Degree of Automation LOW  Do we need to raise the budget for annual merit increases? Strategic Level of Collaboration Number of Decisions Compensation  How do we determine who will be eligible for a pay increase? Operational (Policy Hub)  Do compensation policies for top performers impact retention? Tactical LOW HIGH Scope of Decision HIGH Degree of Automation LOW  Do we need to incentivize managers to complete performance appraisals on time? Strategic Level of Collaboration Number of Decisions  Is our current performance rating scale appropriate? Operational Performance (Policy Hub)  Should we appraise workers in high visibility jobs differently? Tactical LOW HIGH Scope of Decision HIGH Degree of Automation LOW  Do we need to address turnover in any region, division, department? Strategic Level of Collaboration Number of Decisions Succession/career  Are there key skills gaps in high visibility jobs? Operational (Policy Hub) Planning  What is our strategy for back filling for the high flight risk employees? Tactical LOW HIGH Scope of Decision© IDC Visit us at IDC.com and follow us on Twitter: @IDC May-11
  28. 28. Getting Started  Examine your organization‟s talent culture – learning-focused, performance-focused, etc and determine organizational readiness  What keeps your senior executives awake at night? Helping them get to the people-related data behind those concerns will help you justify analytics efforts  Choose 2 to 3 things that drive results in your organization and put each at the top of your matrix to determine how to get there: – Customer service? – Faster time-to-market? – Lower cost of sale?  Don‟t „boil the ocean‟  No out-of-the-box solution meets everyone‟s needs© IDC Visit us at IDC.com and follow us on Twitter: @IDC May-11 27
  29. 29. Questions and Answers Compensation Recruiting • Email me at lrowan@idc.com Performance • Follow me on twitter: lisarowan Learning Career & Succession© IDC Visit us at IDC.com and follow us on Twitter: @IDC May-11 28
  30. 30. Join Our Next TM Webinar Tuesday, June 14, 2011The Value of Values: The Case for Assessing Motives, Needs and Preferences TM Webinars start at 2 p.m. Eastern / 11 a.m. Pacific Register for upcoming TM Webinars at www.talentmgt.com/events Join the Talent Management magazine Network http://network.talentmgt.com/ #TMwebinar

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