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Big Data in HR:  The Opportunity
 

Big Data in HR: The Opportunity

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This presentation describes our new research in BigData in HR... the application of deep analytics to corporate talent management and business strategies. For more information read our in-depth ...

This presentation describes our new research in BigData in HR... the application of deep analytics to corporate talent management and business strategies. For more information read our in-depth research http://www.bersin.com/Store/Details.aspx?docid=15430

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  • Full Name Full Name Comment goes here.
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  • I like your Big Data presentation.
    I would like to share with you document about application of Big Data and Data Science in retail banking. http://www.slideshare.net/LadislavUrban/syoncloud-big-data-for-retail-banking-syoncloud
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  • The big challagne regarding the 'Talent acquistion/retnetion/managment is to first identify the strength of social capitals. What I understand organisations/consultants pay little time on gap analysis, secondly, scarcity of effectively 'tacit knowledge' capturing tools. This make the gap analysis process quite lengthy and don't allow to answer the real issues
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  • Josh, may i ask you some questions?
    I'm interested in slade 42
    i've find just analists, am i right?
    Who will work? if we will just analyse?
    *sorry for my english
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  • But as organizations globalize, what we find is that the talent markets are very unbalanced and there is a global talent deficit. Look at demographics of China.DAVOS WORLD ECONOMIC FORUM. “WE ARE ENTERING AN ERA OF UNPARALELED TALENT SCARCITY, WHICH, IF LEFT UNADRESSED, WILL PUT A BRAKE ON ECONOMIC GROWTH AND WILL FUNDAMENTALLY CHANGE THE WAY WE APPROACH WORKFORCE CHALLENGES. In India, where millions of college grads enter the workforce each year, nearly 75% of graduates do not have the skills to enter the workforce. And despite this, there are so many jobs that the turnover rates are as high as 75% in some companies.Organizations are seeing talent shortages in Japan, China, Brazil, Singapore, and almost all developing countries – there are too many people at the younger and older parts of the age curve, but not enough in the middle. In the US, over the next 8 years the percent of population over the age of 55 is going to double, creating a talent deficit here as well.Global English, one of the largest providers of english language tools for corporations around the world, published research from Mckinsey which shows that in today’s global businesses more than 70% of the Global 1000’s employees are non-english speakers, yet only 7% believe their english is good enough to do their job!
  • EE Engagement Model – talk about the metrics modelling linkage analysis that we startedEmployee Lifecycle Research – onboarding, engagement, exitHR Scorecards – business unit transactional metrics – one storyReactive analytics – on requestCompany Health – engagement, job sat, leadership, team, strategic direction, culture – see next slideProactive & Exploratory Analytics – turnover, reorg, employee lifecycleMoS – Engagement, Culture, Leadership – People Productivity MetricTalent – talent acquisition, quality of hire, employee readiness, succession, talent inventory (gaps vs talent pool), HiPo, etcPredictive Analytics -

Big Data in HR:  The Opportunity Big Data in HR: The Opportunity Presentation Transcript

  • Big Trends in Talent, HRMeasurement and BigDataThe Convergence of HR Measurement and BigData is HereJosh BersinPresident and CEOMarch, 2012Copyright © 2012 Bersin & Associates. All rights reserved.
  • Bersin & Associates Who We Are• Bersin & Associates is the leading global provider of best-practices, trends, and benchmarking research in talent management, learning, and strategic HR.• 60% of the Fortune 100 are Bersin & Associates research members, with more than 17.5 million employees managed by HR teams using Bersin Research. Human Resources Broad Research Practices - Human Resources - Leadership Development Leadership - Learning & Development Development - Talent Acquisition - Talent Management Learning & Development Offerings• WhatWorks® Membership: Research, Tools, Education, Talent Consulting Acquisition• IMPACT: The industry’s premiere conference on the Business of Talent• BersinBasics®: Fundamentals of Talent Management for Talent Business Professionals at All Levels Management Copyright © 2012 Bersin & Associates. All rights reserved. Page 2
  • Research for this Presentation 2012 Corporate Learning Factbook® 2012 High-Impact Learning Organization® (Not yet released) The Training Measurement Book Copyright © 2012 Bersin & Associates. All rights reserved. Page 3
  • Agenda Today’s business priorities The state of learning measurement Challenges we face The BigData Opportunity Developing a Talent Analytics Function Copyright © 2012 Bersin & Associates. All rights reserved. Page 4
  • 2012 Business EnvironmentGlobalization, Innovation, Cost Containment What Are Your Organization’s Top Business Challenges for 2012? Reduce Operating Expenses 35% of organizations see the need to Expansion into New Markets +60% Increase accelerate growth and globalize – +10% Increase Launch new Products and Services the highest level in four years…. yet… Need to Accelerate Innovation Change Business Strategy 51% struggle to hire the right talent, Acquisitions or Mergers despite high unemployment… New top management team Global expansion +70% Increase 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% © Bersin & Associates, Corporate TalentWatch® Research, Senior HR and Business Executives, ■ Dec. 2011 ■ May 2011 1/2010 Copyright © 2012 Bersin & Associates. All rights reserved. Page 5
  • Global Talent Deficit India Graduates Millions, but Too Few Are Fit to Hire 75% of technical graduates and 85% The Cultural Revolution of general graduates in India are created a “missing unemployable by India’s high-growth generation” of talent between industries, including IT and call 40-55, so expatriates fill most centers. jobs at the top Regional Leadership Young workers flooding the marketplace, yet most have BofA’s retail wealth management inferior preparation, Country Leadership arm, Merrill Lynch, plans to hire language skills, and technical 2,400 trainees in 2011, a 50 percent skills. increase over last year. Middle Management Entry Level “We are entering the era of China unparalleled talent scarcity, which will put a brake on economic growth around the world, and will fundamentally change the way we approach workforce challenges.” Copyright © 2012 Bersin & Associates. All rights reserved. Page 6
  • The Ill-Prepared Workforce Only 32% of college graduates have “excellent” skills to enter the workforce Only 16% of high school graduates have such skills. Missing are: • Professionalism/work ethic • Creativity and Innovation • Lifelong learning/self-direction • Critical thinking/problem solving Only 18% of workforce training programs raise skills from “deficient” to “adequate” Copyright © 2012 Bersin & Associates. All rights reserved. Page 7
  • Increasing Specialization Expertise drives competitive Top advantage Management Specialization improves Senior quality and reduces cost Management The Deep skills developed Experts Middle Management through “deliberate practice” and reinforcement Senior Specialists First Line Management Deep skills come from a range Functional Specialists / Front-Line Employees of developmental experiences We need career development Back Office, Operational, Contingent Employees in all critical job roles High Performing Organizations Understand This Copyright © 2012 Bersin & Associates. All rights reserved. Page 8
  • Talent Development:A Large and Growing Investment US Corporate Training Spending: $67 Billion Worldwide: $145 BillionSource: 2012 Bersin & Associates Corporate Learning Factbook® Copyright © 2012 Bersin & Associates. All rights reserved. Page 9
  • Agenda Today’s business priorities The state of learning measurement Challenges we face The BigData Opportunity Developing a Talent Analytics Function Copyright © 2012 Bersin & Associates. All rights reserved. Page 10
  • Talent Development Takes PlaceEverywhere Customer Executive Education Education Operational Training Leadership (Process, DevelopmentOnboarding Procedures, (Mid-level and Senior Sales Systems) New Hire Leadership Development) Training Training Development Planning Channel Functional & Management & Training New Technical Supervisory Training Training Career Product Development, Training Coaching On-the Job Re-skilling Retraining Support Copyright © 2012 Bersin & Associates. All rights reserved. Page 11
  • Two Types of Learning Programs Performance-Driven Talent-Driven Learning LearningBusiness Drivers Business performance in operational Talent and leadership gaps, skills shortages, functions and roles engagement, and cultureGoal Develop individual capabilities and fill Develop organizational capabilities driven performance gaps by competency, not performanceExamples Sales training, customer service, field Leadership development, onboarding, service certification career development, career transitionProgram By job within a function For all or many jobs within a functionOrganizationTimeline Months or shorter Quarter or YearsComplexity Functional or Departmental Enterprise-wideIntegrated With Product rollout, new service launches, Performance management, succession geographic expansion managementChallenges Performance consulting, program design, Resource allocation, patience, job manager engagement alignment, HR generalist supportHow to measure Business measures: sales, quality, Engagement, retention, employeesuccess customer satisfaction, cost reduction, performance, talent mobility and agility speed of response Copyright © 2012 Bersin & Associates. All rights reserved. Page 12
  • Today’s Continuous Learning ModelExpert Continuous Learning Career Communities Curriculum of Practice Social Coaching Networking Mentoring E-learning Mobile courses Learning Training Event Job AidsNovice Traditional Training Time Copyright © 2012 Bersin & Associates. All rights reserved. Page 13
  • Bersin & Associates Enterprise Learning Framework® Leadership Career Customer Project and Customer Learning Development Development Onboarding Service Process Education Systems Channel ProgramsOrganization, Governance, and Management Technical Product Management Compliance Sales Training IT Skills Professional Knowledge Audiences & Jobs Roles Competencies Proficiencies Preferences Demographics Geographies Business Problems Environment Informal Learning Architecture Approaches Formal On-Demand Social Embedded Instructor Led Training E-Learning Wikis, Blogs, Forums Performance Support Virtual Classroom Search Expert Directories Feedback Games Books, Articles Social Networks Rotational Assignments Simulations Videos Communities of Practice After Action Reviews Testing & Evaluation Podcasts Conferences &Colloquium Quality Circles E-Learning Learning/Knowledge Portals Coaching & Mentoring Development Planning Performance Information Content Change Measurement & Consulting Architecture Development Management Evaluation Disciplines Instructional Knowledge Program Community Business Designs Management Management Management Intelligence Tools & LMS, LCMS Learning Portals Content Development Collaboration Rich Media Assessment Performance Support Reporting and Analytics Talent Mgt. Content Social Search, Virtual Measurement Technology Systems Management Networking Mobile Tagging Classroom Sustems Executive Development Performance and Innovation Employee Support Planning Talent Management Programs Feedback Culture Learning integrated Knowledge Customer Mentoring and Learning from With Business Planning Sharing Listening Knowledge Sharing Mistakes Copyright © 2012 Bersin & Associates. All rights reserved. Page 14
  • Impact Measurement Framework ®© Bersin & Associates – Adapted for Informal Learning Environments1 Satisfaction 2 Learning3 4 5 6 7 Adoption Utility Efficiency Alignment Attainment Did you reach the How well do programs How efficient and How well were How well did you desired audience? solve the workforce’s cost-effective program business meet specifically Did they complete or particular problems? How did it compare priorities defined? defined client How well did it align comply as desired? to other similar programs How well did business (business user to the specific job-related Who did not comply or competitive programs? units buy off on the or customer) objectives? problems and issues? and why? Would learners recommend How well did it use value of this program These may be this program to their peers? learner’s time? relative to revenue, time to other investments? market, compliance, time to complete, etc.10 Contribution 11 Feedback12 Activity 8 Individual Performance 9 Organizational Performance Copyright © 2012 Bersin & Associates. All rights reserved. Page 15
  • GE: Impact Measurement at Work Satisfaction Survey Satisfaction with Satisfaction Total Survey Response with content and with Individual Name Date Format Platform Attended Responses Rate Speaker(s) delivery Logistics Learning Utility Alignment Performance Corporate Dollarization - Aircraft 1/ 12/ 2009 Classroom Finance 17 4 24% 75% 63% n/ a n/ a 75% n/ a n/ a Charlevoix Sales Leader Training including Dollarization 4/ 6/ 2009-4/ 9/ 2009 Classroom Canada 43 17 40% n/ a 76% n/ a n/ a 84% n/ a n/ a Customer Focused Selling 7/ 8/ 09-7/ 9/ 09 Classroom Capital 11 5 45% 100% 100% 100% 100% 92% 90% 100% Sales Presentation Skills 7/ 27/ 09 - 7/ 28/ 09 Classroom Fleet 10 2 20% 100% 100% 100% 100% 100% 100% 75%Financial Statement Analysis - Fleet 7/ 29/ 09-7/ 30/ 09 Classroom Fleet 11 5 45% 20% 20% 60% 45% 44% 50% 35% Socratic Selling 8/ 10/ 09-8/ 11/ 09 Classroom MX + LATAM 9 0 0% n/ a n/ a n/ a n/ a n/ a n/ a n/ a Corporate Results Coaching 8/ 25/ 2009 Classroom Finance 8 4 50% 95% 100% 50% 81% 95% 100% 88% Corporate Potter Third Level Selling 8/ 25/ 09 - 8/ 26/ 09 Classroom Finance 17 9 53% 91% 72% 78% 78% 84% 83% 78% Corporate Results Coaching 9/ 1/ 2009 Classroom Finance 11 6 55% 83% 75% 50% 67% 77% 92% 67% Customer Focused Selling 9/ 1/ 09-9/ 2/ 09 Classroom MX + LATAM 13 4 31% 100% 100% 100% 94% 100% 100% 94% Equity/ BLG/ Cor Potter Third Level Selling 9/ 1/ 09 - 9/ 2/ 09 Classroom porate Finance 22 10 45% 95% 100% 90% 93% 92% 90% 85% Situational Sales Negotiation Skills 9/ 8/ 09 - 9/ 9/ 09 Classroom LATAM 15 5 33% 100% 100% 100% 95% 100% 100% 90%Precall Planning Workshop w/ Jeff Fox 9/ 17/ 2009 Classroom Canada 47 28 60% 43% 57% Dollarization 9/ 22/ 2009 Classroom MX + LATAM 23 8 35% 94% 81% 88% 81% 80% 88% 91% Corporate Mindset of the CEO 9/ 22/ 09 - 9/ 23/ 09 Classroom Finance 30 8 27% 94% 81% 88% 78% 88% 88% 81% Rating Scale: High Performing = >80% Average Performing = 50-79% Low Performing = <49% Copyright © 2012 Bersin & Associates. All rights reserved. Page 16
  • Impact is Defined by the Problem Copyright © 2012 Bersin & Associates. All rights reserved. Page 17
  • Organizations Measure what Matters High-Impact HR Organization Research Transformational / Innovation Legend 3. LD via 7.Strategic Simulations/Non- Sourcing &HR Program Impact Driver exempt P4P Web 2.0 1. Aramark 2. BCBS of MA 2. WFP, Acquire 5. WFP / Strategic 1. LD KSAs; 3. Convergys / Grow Critical Analytics Measurement 7. L&D Talent 4. Honeywell 5. Lubrizol 8. LD, PM, 9. Targeted 6. Lyondell Engagement TA & LD 7. Novo Nordisk 7. Data 8. Spherion Effectiveness 6. Management Warehousing 9. The Shaw Group Communications / & Reporting Development 4. HR Restructure / Segmented planning, Shared Services acquisition & growth for critical Efficiency Model/ Self Service talent; driving effective leaders & performance; and building measurement platforms are key priorities for organizations across business condition Major Cost scenarios Reduction Distress Below Stable Some High Expectations Growth Growth Business Conditions Copyright © 2012 Bersin & Associates. All rights reserved. Page 18
  • L&D Measurement Maturity ModelBuilding a High-Impact Learning Organization® • Integrated • Learning and talent practices integrated Segmentation and critical talent needs clear Talent • Executive support on an ongoing basis • Talent and leadership measures adopted Strategies • Talent segmentation, risk, predictive Business • Learning and expertise a business measure • Strong business leader support for L&D Business Alignment Integrated • LMS evolved into total learning environment • Performance consulting well developed L&D Function • Measure against the business plan • Learning governance, Federated Model Enterprise • Standard procedures, processes, tools • Enterprise learning plan Learning • Enterprise learning architecture Strategy • • Programs aligned to key business initiatives Consistent measurement program Improve • Shared learning technology infrastructure • Measure basics (level 1, utilization) Efficiency & • Eliminate/reduce redundancy • Consolidate vendor contracts Utilization • Measure delivery efficiency and effectiveness HR and Talent Management Integration Copyright © 2012 Bersin & Associates. All rights reserved. Page 19
  • Talent Management Roadmap Recognized for developingLeadership Individual Development best-in-class leadership Vision Plans institutionalizedDevelopment Leadership assessments Desired Future State and curriculum in for EMT & SLT place for senior and mid-level leadership Leadership competency framework defined Training opportunities Fully integrated and aligned reviewed and executed Viewed as HR function drives and and communicated against on a regular basis destination employer supports business strategy in primary markets Manager curriculum enhancements finalized Recognized as a Wave 4: Robust Individual high performance, Long-Term Development Plans in results-oriented Continual improvement 2009+ place for 100% of staff organization Career Paths against TA metrics, including offer-to-accept ratio developed forEmployee and all business areasManagerDevelopment Talent Acquisition Cross-evaluations metrics defined reinstituted Create and implement Wave 3: and implemented job rotation program Employment Value Mid-term (to include cross Proposition (EVP) business-area rotations) < Dec 2008 defined and communicated All managers HR processes consistently complete training executed across business Talent Acquisition functional on delivering effective areas with 100% compliance analysis completed performance discussionsTalent Talent Review objectives Wave 2: and desired outcomes Short-termAcquisition re-communicated to < June 2008 Process defined to tightly BUs and HR community link organization, HR service level BU and individual goals Gather structured agreements defined input from talent review executors and participants Wave 1:Current State Performance Succession HR Service Near-term: Management Planning Delivery Model < Dec 2007 Copyright © 2012 Bersin & Associates. All rights reserved. Page 20
  • Agenda Today’s business priorities The state of learning measurement Challenges we face The BigData Opportunity Developing a Talent Analytics Function Copyright © 2012 Bersin & Associates. All rights reserved. Page 21
  • Learning Impact Measurement: The #1 Challenge Facing L&D What is Your Greatest Challenge In L&D? Improve ability to evaluate impact 37% Improve business alignment 35% Gain additional resources 28% Integrate with Talent Management 26% Improve Informal Learning methods 25% Implement LMS or other technology 22% 0% 5% 10% 15% 20% 25% 30% 35% 40%Source: Bersin & Associates 2012High-Impact Learning Organization® (HILO) Copyright © 2012 Bersin & Associates. All rights reserved. Page 22
  • Talent Development is Not Measured What does your organization rigorously measure? Employee sat/engagement 63% Performance ratings 52% Retention, turnover 48% HIPOs and HIPO pipeline 45% % of employees w devt. Plans 37% Readiness for job 31% Internal hire percent 30% Diversity of the workforce 27% Level of expertise 27%Source: Bersin & Associates 2012High-Impact Learning Organization® (HILO) Copyright © 2012 Bersin & Associates. All rights reserved. Page 23
  • Learning Technology Strategy Many Organizations Do Not have a Learning Technology Plan50% 46%45%40%35% 30%30%25%20% 16%15%10% 9%5%0% Clear with Mature Roadmap Developing with some Maturity Starting None Copyright © 2012 Bersin & Associates. All rights reserved. Page 24
  • Weakness in HR Systems Solutions How would you rate your LMS’s ability to obtain the information you need to measure training programs?3% Excellent 17% Good 63% Fair or Poor How would you rate your Talent Management system’s ability to deliver the talent measures you need?2% Excellent 17% Good 72% Fair or Poor How would you rate your HRIS systems ability to deliver the measures you need?1% Excellent 14% Good 82% Fair or Poor Copyright © 2012 Bersin & Associates. All rights reserved. Page 25
  • Lack of L&D Business Plans Do you have a business plan for L&D which specifies budgets and targets? Fewer than half of Yes, 40% L&D organizations have a written business plan Not sure, 6% No, 54%© Bersin & Associates, High Impact Learning Organizatino® 2012 Copyright © 2012 Bersin & Associates. All rights reserved. Page 26
  • State of HR and L&D Measurement Only 13% of Organizations Have Strong Measurement Support in Place Strong belief in measurement with Strong belief in resources and measurement but not executive enough resources, 37.7% support, 10.4% World class program for measuring learning and talent, 2.8% No real plan for learning and talent measurement, 12.3% The biggest factor which drives this Belief in measurement is “do you have a but no plan in written business plan place, 36.8% for learning”. 26% vs. 5% strong.© Bersin & Associates290 Organizations, February, 2011 Copyright © 2012 Bersin & Associates. All rights reserved. Page 27
  • Our HILO Research Shows:Three Things Matter Business and Organizational Impact Program (solution) Effectiveness Alignment Efficiency How well you align investments, How well you design, build, deliver, programs, people, and focus and manage L&D programs so they toward the organization’s strategic, reach the audience in an effective way current, local, and urgent needs for the minimum cost Copyright © 2012 Bersin & Associates. All rights reserved. Page 28
  • The Trap of Measuring ROI Companies that try to measure and promote the ROI of their L&D investments do themselves a great disservice The concept of “ROI” assumes that the spending is a discretionary investment which will directly pay for itself in a few years By promoting ROI measurement you vastly under-represent the value of training Highly aligned organizations only measure ROI occasionally, and only to help them improve particular program elements Has anyone ever asked you to compute the ROI of your email system? Copyright © 2012 Bersin & Associates. All rights reserved. Page 29
  • Agenda Today’s business priorities The state of learning measurement Challenges we face The BigData Opportunity Developing a Talent Analytics Function Copyright © 2012 Bersin & Associates. All rights reserved. Page 30
  • BigData in US Business 14 Exabytes of Data in US 6 billion photos uploaded to Corporations (1 Exabyte is Facebook every month 40,000X the library of congress) YouTube uploads more content each day than all networks combined We are at an inflexion point: OrganizationsUS Businesses will be short140,000-190,000 analytic positions whichyears to leverage big data will farin the next three learn 1.5 million more data-savvy outperform those who do needed to leverage managers not. big - McKinsey data in the United States Copyright © 2012 Bersin & Associates. All rights reserved. Page 31
  • BigData Copyright © 2012 Bersin & Associates. All rights reserved. Page 32
  • Data Analysis Skills Important to HR Top HR Skills | Capabilities Correlation Business Partner relationship management .52 Managing and leading people .51 Coaching and Mentoring .49 Change management and communications .48 Analyzing and interpreting data .47 Knowledge Sharing and expertise directories .47 Managing your Personal Development .45 Top Organizational | Managerial Capabilities Developing a high performance culture .77 Developing a strong learning culture .77 Developing strong talent segmentation .74 Developing high levels of career development and mobility .73 Attracting and selecting the right talent .64 Measuring business impact of HR .64 Developing high levels of engagement .54 Giving people honest feedback .49 Copyright © 2012 Bersin & Associates. All rights reserved. Page 33
  • HR Organizations are Not Ready What percentage of HR organizations do you believe feel have strong skills in data analysis and interpretation? 6% Rate themselves “High” 56% - “Poor”Bersin & AssociatesHigh-Impact HR Organization® 2011and 2010, n=741 organizations Copyright © 2012 Bersin & Associates. All rights reserved. Page 34
  • The Lowest Rated HR Skill Relative Strengths of HR Skills and Capabilities Attracting and selecting the right talent 17% Promoting health and wellness 15% Onboarding new talent 7% Fairly allocating compensation 6% Understanding skills needed by role 4% Encouraging innovation and collaboration 1% Creating a high-performance culture -4% Measurement, analytics, and Enabling a learning organization -5% segmentation are the lowest rated skills in HR teams Identifying and developing future leaders -6% today Driving internal mobility -11% Developing workforce analytics for management -12% Measuring HR program effectiveness -18%Bersin & AssociatesHigh-Impact HR Organization® 2011and 2010, n=741 organizations Copyright © 2012 Bersin & Associates. All rights reserved. Page 35
  • And this is true throughout business… Copyright © 2012 Bersin & Associates. All rights reserved. Page 36
  • BigData Working Group Copyright © 2012 Bersin & Associates. All rights reserved. Page 37
  • Talent Analytics Maturity Model (beta) Where do you think you are? Level Focus of measurement at that level Requirements to Succeed Predictions of future problems, ways to use data to improve hiring, 3-5 Years of experience in levels 1-3 promotion, leadership, performance, new insights into drivers of Senior analytics expertise4 Predictive Analytics value and performance Integrated data warehouse or analytics server Measures which help “transform the business” Advanced dashboards Core vs. context measures, strategic talent pools, HIPO analysis, Direct involvement of line Segmentation & Execs and TM leaders executive and leadership investments3 Strategic alignment with Strategic Measurement Business goals Measures which tell “where we can dramatically improve the business”Analytics expertise Revenue, engagement, turnover, risk of loss, actual skills, mobility, Dashboards Operational Measurement for HR efficiency per headcount, L&D efficiency per headcount, Analytics tools2 Business leader support Benchmarking & Improvement Measures which tell “how we compare and can improve” Governance and feedback Training hours, completions, time to hire, cost to hire, HRMS integration depth of leadership pipeline, demographics, tenure, certification Operational Measurement for Data consistency1 levels, Compa ratios, performance distribution, etc. Reporting tools Efficiency & Compliance Strong data management Measures which tell “how we are allocating resources today” Copyright © 2012 Bersin & Associates. All rights reserved. Page 38
  • People-Measurement Business Solutions Major Retailer developed integrated “people model” to correlate relationship between engagement, rewards, leadership capabilities, tenure, skills and revenue. Major Insurance Company statistically validated 30+ factors in recruiting which led to 20%+ improvement in sales performance and completely revamped recruiting process Major Food Service Company identified key drivers of account renewal and upgrade and developed statistically valid measures which have been used to create company-wide dashboard which measure risk on a weekly basis Major Retail Bank correlated dozens of workforce measures against engagement and branch financials to develop risk management dashboard for small and large branches Copyright © 2012 Bersin & Associates. All rights reserved. Page 39
  • TALENT MANAGEMENT SCORECARD (Q2 2011) 1 Diversity Representation 2 Pipeline Readiness 3 Manager Effectiveness Index (As of 6/17/2011) (2010 Succession Planning: VPs and Above) 100% 100% VPs/Equivalent by Title 2.7 90% 80% 80% 70% 60% SVP and above 2.7 60% TBS-Non-Minority 40% 50% 20% 40% 30% 0% Mgr/Equiv by Title 3.0 20% TBS-Minority 10% Ready Ready in Ready in Ready in Ready in Ready in Too 0% Dirs/Equivalent by Title 3.2 Now 6 12 18 2 years 3 years New To DiversityInc- months months months Rate or Minority N/A 0.0 1.0 2.0 3.0 4.0 5.0 DiversityInc-Non- Minority Too New To Rate Under-Performing Well-Placed Average of EE Engagement, Perf. Ratings, Promos Out of Hierarchy, and Num. of Percentages may not add to 100% Growth Potential Highly Promotable due to rounding Terminations 4 Gender/Ethnicity Representation in LDPs 5 Executive Leadership Development 6 1st Qtr 2011 - Training Expense per FTE (YTD 2011) Outcomes 100% 100% 200 90% (YTD 2011) 90% 150 80% 80% New 51% Promotion 100 70% 66% Position 70% 20% 60% 4% 50 60% Suspensio 50% 0 50% 40% n 40% 1% 1% 30% 8% 30% 20% No 49% 18% 20% 10% Change Job Title 0% 6% 74% 10% Change 0% 1% ASIAN BLACK HISPA Female Male PACIF WHITE Dollars per FTE ASTD/Bersin Benchmark 7 1. Disparity in minority population amongst leadership; non-managers and other positions split approximately 50/50 2. On average, over half of VP+ talent assessed during 2010’s Succession Planning process are ready to assume a new role within the next 12 months 3. Manager effectiveness: SVP & above below current 3.0 average- most likely due to rating scale difference (VPs and above receive either a 1, 2, or 3 numeric rating value whereas ratings for Directors and below can include a decimal value) 4. Males/females represented almost equally in leadership development programs, however, non-minorities still represent more than half of 2011 YTD participants 5. The majority of leadership development program participants experienced no change in job role after participating in one or more programs 6. Turner overall has spent less on training per employee during Q1 as compared to the ASTD/Bersin combined average benchmark (average $81.94/employee across Turner vs. $147/employee) 7. Turner is currently spending .02% of its YTD profit on learning & development; the ASTD benchmark is approximately .4% of quarterly profits Copyright © 2012 Bersin & Associates. All rights reserved. Page 40
  • RetailerTEAM SKILLS & COMPETENCIES: AN EVOLUTION… 2007 - 2008 Solid Understanding of HR; I/O Psychology Degree; Strong Communication & Interpersonal Skills; Employee Research Background; Detail Oriented ; Project Management Qualitative Research Design & Analysis; HRIS; SPSS 2009 - 2010 Business Acumen; HR, Finance, Economics Degree; Consulting & Presentation Skills; Quantitative Research Design & Analysis Analytical Curiosity; Problem Solving; Passion for Data & Analytics; Strong Technical skills Collaborative; Teamwork; Networking Skills 2011 - 2012 Critical Thinking; Advanced Statistics & Social Research Acumen; Engineering Degree; Story Telling; Data Visualization; Customer Research Background; Statistics & Data Mining Expertise Ability to see data, and decipher insights Copyright © 2012 Bersin & Associates. All rights reserved. Page 41
  • Retailer Organization: 2011 - 2012 VP Human Capital Analytics Director Director Workforce Manager HR BrandOrg Diagnostics & Analytics & Content Design Research (2) Manager Manager Manager Business Sr. Consultant Workforce Employee Learning Operations ODD Analytics Research Analytics Specialist Program Manager Consultant (2) Analyst Employee Learning Sr. WFA Analyst Research Measurement Analyst Learning Analytics Copyright © 2012 Bersin & Associates. All rights reserved. Page 42
  • RetailerCOLLABORATION IS KEY… Going Beyond the Org Chart INTERNAL PARTNERS EXTERNAL PARTNERS TOOLS, TECH, METHODS Mayflower Statistics &Consumer Data Sources Data Viz Legal Group Data MiningResearch Networks & HRIS FP&A Affiliations SAS People Soft HR MicroStrategy Vendor IT LP Relationships KXEN PeopleSoft FIN Best Practices Xcelsius Safety Labor Mgmt. CURRENT CUSTOMERS SPSS Teradata Dashboards Biz Intel Human Kronos Story Telling Business Resources HRVP’S Sr. Executives Kenexa L&D Corp Areas Surveys HRBP’S Stores Field HR DC’s Copyright © 2012 Bersin & Associates. All rights reserved. Page 43
  • RetailerOUR ANALYTICAL JOURNEY… Employee Employee 2008 Engagement Model Segmentation LVI Learning 2009 Diversity & Inclusion Leadership Learning & Employee 2010 Professional Development Lifecycle Research HR Scorecards Reactive Analytics Human Company Employee Proactive & 2011 Health Pentagram Research Cohorts Capital Executive Dashboard Exploratory Analytics Enterprise 2012 Measures of Success Talent Change Adoption Predictive Analytics 44 Copyright © 2012 Bersin & Associates. All rights reserved. Page 44
  • Insurance CompanyBelief Centric Measurement Beliefs Measures Behaviors & Metrics Outcomes Results Copyright © 2012 Bersin & Associates. All rights reserved. Page 45
  • Talent AnalyticsFramework for Action Deliver simple dashboards for action Embed analytics in business reviews 4. Results Test and iterate again to Stage 2 Train HR generalists and management Validate data carefully Test findings with leadership 3. Insights Socialize findings for action Typically a Develop actionable dashboards 3-5 year Iterate back to stage 2 program which becomes more Analytics and statistics team strategic every 2. Analytics Share analytics across company year Fully integrate business data Performance consulting with business leaders Build the “People Models” Strong relationship with IT “unsilo the data” 1. Reporting Tools and dashboards Reporting team Data dictionary Build skills Copyright © 2012 Bersin & Associates. All rights reserved. Page 46
  • Join Us – April 10-12, 2012 Copyright © 2012 Bersin & Associates. All rights reserved. Page 47