Talent Intelligence: Using Measurement to Better Manage the Workforce and HR - IHRIM Affinity Group

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A presentation delivered to the IHRIM MAC and NY Tri-State Chapters to discuss the emerging topic of talent intelligence.

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Talent Intelligence: Using Measurement to Better Manage the Workforce and HR - IHRIM Affinity Group

  1. 1. Talent Intelligence Using Measurement to Better Manage the Workforce and HR March 19, 2009 Mike Brennan Principal Consultant Knowledge Infusion
  2. 2. About Knowledge Infusion Founded in 2004 by Jason Averbook and Heidi Spirgi History Leader in HCM and talent management consulting and advisory services Total Employees Approximately 35, Across North America Headquarters & Offices Minneapolis, MN; Offices throughout US Target Markets Fortune 2000, Mid-market, Public Sector Number of Customers Over 200 Areas of Expertise HCM and talent management, portals and self-service, performance, succession, recruitment, learning & development, talent/workforce planning, analytics, collaborative technologies Nordstrom, MetLife, Yahoo!, Turner Broadcasting, Intuit, Notable Customers Safeway, Luxottica, Health Net, AAA, Target, US Postal 2 Knowledge Infusion Proprietary and Confidential, Copyright 2009
  3. 3. Agenda •HR’s Role in Decision Support •Talent Intelligence: Better Management of the Workforce and HR 3 Knowledge Infusion Proprietary and Confidential, Copyright 2009
  4. 4. HR’S ROLE IN DECISION SUPPORT 4 Knowledge Infusion Proprietary and Confidential, Copyright 2009
  5. 5. 5 Knowledge Infusion Proprietary and Confidential, Copyright 2009
  6. 6. 6 Knowledge Infusion Proprietary and Confidential, Copyright 2009
  7. 7. 7 Knowledge Infusion Proprietary and Confidential, Copyright 2009
  8. 8. quot;Think, Blink or Sleep on It? The Impact of Modes of Thought on Complex Decision Making,quot; University of New South Wales and the University of Essex in England, 2008 8 Knowledge Infusion Proprietary and Confidential, Copyright 2009
  9. 9. 9 Knowledge Infusion Proprietary and Confidential, Copyright 2009
  10. 10. 2009 HR Needs Balance of People Management with Lower Cost-to-Serve What is the role of talent in supporting both short-term and long-term business goals? Surviving in the Short-term Planning for the Long-Term • Short-term Goals • Long-term Goals • cut costs • grow mindshare/walletshare • Role of Talent • enter new markets • provide products • improve operational efficiencies • execute • Role of Talent • focus on efficiency • provide products • execute • develop and position for growth • innovate new products and services • grow new markets 10 Knowledge Infusion Proprietary and Confidential, Copyright 2009
  11. 11. Key Statistics from New EIU Study (% Who Agree) Slowdown presents an opportunity to 59% streamline by eliminating reduncancy Becoming increasingly difficult to recruit 53% and retain talented employees Will improve training and development in 47% the next 12 months to retain employees Expect the organization will actively target 42% employees made redundant elsewhere Redeployment of talent will be important 36% part of recruiting strategy over next 3 years 0% 10% 20% 30% 40% 50% 60% 70% N = 484 Senior HR and Non-HR Executives Source: Economist Intelligence Unit, StepStone, 2009 11 Knowledge Infusion Proprietary and Confidential, Copyright 2009
  12. 12. Metrics Not Heavily Utilized Metrics exist to measure and model effective workforce management and 35% deployment decisions The organization accurately forecasts the demand for labor (size and skills) over 40% various time periods Metrics are used to provide input into 49% strategic workforce planning decisions 0% 10% 20% 30% 40% 50% 60% Source: Integrated Talent Management, Part 1 - Understanding the Opportunities for Success, IBM, HCI, 2008 12 Knowledge Infusion Proprietary and Confidential, Copyright 2009
  13. 13. Why Doesn’t HR Measure? • “We are not very sophisticated, with no regular metrics in place. And I don’t think the staff would know what to do with metrics [if they had them].” • Talent Management Director • “In terms of tracking metrics, we don’t do well at all. It’s ad hoc, manual and burdensome. We have several systems. No two of them are integrated.” • HRIT Director • “We need better metrics, particularly for ID’ing & retaining Hi-Po’s.” • Manager of Leadership and Succession 13 Knowledge Infusion Proprietary and Confidential, Copyright 2009
  14. 14. TALENT INTELLIGENCE & ON-THE-MONEY METRICS 14 Knowledge Infusion Proprietary and Confidential, Copyright 2009
  15. 15. Defining Talent Intelligence The management of workforce and business information to drive better business decisions in support of organizational goals. 15 Knowledge Infusion Proprietary and Confidential, Copyright 2009
  16. 16. What is a MEASURE? A METRIC? ANALYTIC? KPI? • Measure: Single data point indicating the timing or order of magnitude of a transaction or process. • Example: Date of hire • Metric: Meaningful information, derived from data, that answers a basic question about a process(s) or event(s) • Example: Number of new hires in 2008 • Analytic: Actionable information that enables business leaders to arrive at a realistic and/ or optimal decision based on relationships among metrics and/or measures • Example: Total cost of undesirable turnover amongst the class of 2008 16 Knowledge Infusion Proprietary and Confidential, Copyright 2009
  17. 17. Intelligence Framework: Types of Metrics & Analytics Talent Workforce & People Corporate HR Strategic HR Management Organizational Departmental Scorecard Pillars & KPIs Operations Effectiveness Performance Metrics Examples: Examples: Examples: - Attraction - Time-to-Hire - Dollars Booked - Retention - HR-Staff -per-FTE - # of Deals Assigned - Bench Strength - Training Hours -per-FTE - Customer Service - Mobility - % On-Time Perf Reviews - # of Errors / 1,000 - Diversity - Average Issue Resolution Time - HR Cost Revenue Percentage Analytics The image cannot be display ed. Your computer may not hav e enough memory to open the image, or the image may hav e been corrupted. Restart y our computer, and then open the file Joint Accountability HR Stakeholders Accountable Non -HR Stakeholders Accountable again. If the red x still appears, y ou may hav e to delete the image and then insert it again. Data 17 Knowledge Infusion Proprietary and Confidential, Copyright 2009
  18. 18. Analytics that Span Categories • Dollars booked per advisor • Impact of billable utilization rate on company profitability • Cost per vacancy • New-hire time-to-productivity • Revenue per total workforce spend • Level 3 and Level 4 training analytics • Total cost of ‘Hi-Po / Hi-Per’ voluntary turnover 18 Knowledge Infusion Proprietary and Confidential, Copyright 2009
  19. 19. Application: Metrics & Analytics in Tough Times Question Examples of Data, Metrics & Analytics Where can we afford to E.g., Headcount, total compensation, cost of reduce staff levels? voluntary turnover packages, productivity measures Where can we NOT afford E.g., Employee productivity, skills & competencies to reduce staff levels? data, average manager span of control, average total compensation across geographies, position vacancy rate in ‘key’ or ‘critical’ roles How do we ensure the E.g., percentage of promotable employees in key organization is able to talent pools, relative compensation, flight risk, thrive when the economy development plans, development actions and recovers? Who will lead Kirkpatrick measures us? 19 Knowledge Infusion Proprietary and Confidential, Copyright 2009
  20. 20. 20 People, Process and Technology 40 – 40 - 20 PEOPLE PROCESS TECHNOLOGY 20 Knowledge Infusion Proprietary and Confidential, Copyright 2009
  21. 21. Know Who and What You Have • Obtain visibility into talent that exists within the enterprise • HIPOs, Leaders, Top Performers In turbulent times more than any other, there is not only the • Knowledge, skills, abilities, interests opportunity, but the need for HR • Standardize talent review processes to provide leadership to the business. The ability to attract • Ask: and retain workers when times are tough really requires leaders • Do we have the talent we need? to be at their best. • Can we mobilize it? Dave Gartenberg, HR Director at Microsoft UK • Can we develop it? 21 Knowledge Infusion Proprietary and Confidential, Copyright 2009
  22. 22. Case Study: Inventorying Internal Talent Supply • Global Property & Casualty Insurer transitioning from COE to Geo org structure • Goal: Inventory talent and enable global mobility • Skills, knowledge, prior experience/jobs, career preferences, relo preferences, languages • Leveraging core HR system and pieces of Talent Management suite • HR and managers able to access data on internal talent, support business decisions • Building on success with mobility to better manage talent in terms of development and retention 22 Knowledge Infusion Proprietary and Confidential, Copyright 2009
  23. 23. Single View of the Employee/Contractor/Candidate 23 Knowledge Infusion Proprietary and Confidential, Copyright 2009
  24. 24. Single View of the Team 24 Knowledge Infusion Proprietary and Confidential, Copyright 2009
  25. 25. Single View of the Organization (Select Metrics) 25 Knowledge Infusion Proprietary and Confidential, Copyright 2009
  26. 26. Managing Retention Risk 26 Knowledge Infusion Proprietary and Confidential, Copyright 2009
  27. 27. Key Technology Components •Easy-to-Use Visualization Tool Accessed via Portal •Email •Binder •Etc. Data Hub “Single Source of Truth” Staffing Onboarding Succession Performance / Learning Compensation HRMS Non-HR Info 27 Knowledge Infusion Proprietary and Confidential, Copyright 2009
  28. 28. SUMMARY & CONCLUSIONS 28 Knowledge Infusion Proprietary and Confidential, Copyright 2009
  29. 29. Summary • Think, blink or sleep on it: Data, metrics and analytics help make tough decisions smart decisions • Good storytelling also helps; Numbers only part of the picture • Talent metrics are business metrics • HR & TM data support business decisions • Ensure short-term gains do not lead to long-term losses • Ensure adequate supply of talent, particularly for critical roles • Talent management is much more effective when accompanied by an intelligence strategy and capability • Talent intelligence comprises people, process, technology 29 Knowledge Infusion Proprietary and Confidential, Copyright 2009
  30. 30. Talent Intelligence Check-List Identify client stakeholders with tough decisions to make. Beg, borrow and steal analytic competencies. Keep HR and non-HR stakeholders appropriately engaged. Standardize metrics and analytics definitions and data sources. Pick the most cost-effective tools for delivering metrics and analytics to the stakeholders who need them – new or existing. 30 Knowledge Infusion Proprietary and Confidential, Copyright 2009
  31. 31. Wrap-Up Questions and Discussion Mike.Brennan@KnowledgeInfusion.com 31 Knowledge Infusion Proprietary and Confidential, Copyright 2009
  32. 32. Continue the Conversation • http://www.knowledgeinfusion.com/coe/groups/talent-intelligence 32 Knowledge Infusion Proprietary and Confidential, Copyright 2009

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