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7. fri 840 930 houston - workforce analytics for hr decisions 7. fri 840 930 houston - workforce analytics for hr decisions Presentation Transcript

  • Deloitte’s Analytics Symposium 2010 Using advanced workforce analytics to make business- driven Human Resource decisions Russell Clarke John Houston Howard Hamilton, ESPN October 2010
  • Agenda • What we are seeing in the marketplace • Workforce analytics approaches • Deploying point solutions: Solving specific problems • Workforce planning and optimization • Recruiting and predicting performance 1 Using advanced workforce analytics to make business-driven Human Resource decisions Copyright © 2010 Deloitte Development LLC. All rights reserved.
  • What we are seeing in the marketplace
  • A great book about workforce analytics, not baseball 3 Using advanced workforce analytics to make business-driven Human Resource decisions Copyright © 2010 Deloitte Development LLC. All rights reserved.
  • The Moneyball story • In 1999, the Oakland A’s ranked 12th out of 14 in National League payroll – How could the A’s compete with richer teams to attract top players? • The A’s manager (Billy Beane) decided to take an analytic approach – He hired an analyst (Paul DePodesta) out of Harvard to try to predict player’s future performance – Example of DePodesta’s calculations Runs Created = (Hits + Walks)*(Total Bases)/(At Bats + Walks) • Beane used this model to hire excellent baseball players who had been undervalued by the market • The result? – ―In 2006, the A's ranked 24th of 30 major league teams in player salaries, but had the 5th-best regular-season record. This reflects a typical pattern throughout Beane's stewardship.‖ — Wikipedia entry on Billy Beane. 4 Using advanced workforce analytics to make business-driven Human Resource decisions Copyright © 2010 Deloitte Development LLC. All rights reserved.
  • The importance of business analytics Visibility into analytics can help business leaders make decisions more accurately, objectively, and economically — a rapidly developing consensus in business, education, law, medicine, and even professional sports. 5 Using advanced workforce analytics to make business-driven Human Resource decisions Copyright © 2010 Deloitte Development LLC. All rights reserved.
  • The importance of business analytics (cont.) Analytics Description Descriptive reporting Summarize and compare operational and/or financial data on key workforce variables within defined time frames. These are used primarily to create lagging indicators. Retrospective analytics Analyze one or more internal data sources to discover useful information. Used to create both lagging indicators, performance benchmarks, and insights. Predictive analytics Mathematical models are applied to multiple internal and external data sources to predict future workforce events. Used to create leading indicators and focus limited resources on critical employee populations. 6 Using advanced workforce analytics to make business-driven Human Resource decisions Copyright © 2010 Deloitte Development LLC. All rights reserved.
  • What’s driving interest/demand for analytics in HR? • Continued investment in technology infrastructure – Enterprise Resource Planning (ERP) systems/data marts aggregate data – HR process move to automated point solutions • New type of HR leaders – Come from finance and operations – Common practice to use data and analytics for more effective business decision making • Challenging economy is forcing organizations to embrace change – Visibility into business issues reduces risk for senior management teams – Managing talent spend critical (one of the top three P&L line items) • Dashboard overload 7 Using advanced workforce analytics to make business-driven Human Resource decisions Copyright © 2010 Deloitte Development LLC. All rights reserved.
  • Positive financial impacts from workforce analytics Company Impact Top-ten national bank Increased redeployment activities from 12% to 18% saving the corporation $18M Global services company Improved their recruiting yield (hiring ratio) without adding additional headcount, driving a $5.6M savings Major airline Reduced their Full Time Employee (FTE) headcount within their Reduction In Force (RIF) services group by 50%, saving the company $600,000 annually National financial services Projected a cost savings of over $7M by reducing company voluntary turnover of key employees by 1% Leading wireless company Accelerated their decision/selection process during a large M&A, saving $5.7M for every 1,000 employees separated 8 Using advanced workforce analytics to make business-driven Human Resource decisions Copyright © 2010 Deloitte Development LLC. All rights reserved.
  • Workforce analytics approaches
  • Clients are following two paths 1. Building an HR business analytics capability 2. Deploying point solutions: Solving specific problems – Workforce planning and optimization – Recruiting and predicting performance 10 Using advanced workforce analytics to make business-driven Human Resource decisions Copyright © 2010 Deloitte Development LLC. All rights reserved.
  • Where they are and where they want to be We utilize the Deloitte HR business analytics maturity model when we work with our clients in implementing reporting and workforce analytics solutions. These steps are demonstrated to help companies reduce their risk, optimize their spend, and facilitate executing an integrated approach: • There needs to be a single source of the truth • Tools and data need to be created across all work streams • Help to ensure that data is consistent, timely, well defined, and careful • Tools need to be tailored to the business needs and the knowledge and capabilities of the user; not one size fits all • Evolve adoption over time, as capabilities, skills, tools, and data improve As used in this document, ―Deloitte‖ means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. 11 Using advanced workforce analytics to make business-driven Human Resource decisions Copyright © 2010 Deloitte Development LLC. All rights reserved.
  • Keys to implementing an effective analytics strategy 1. Tie reporting and analytics to business-driven issues. 2. One technology is not the answer. Rather, a component strategy is the key to success. 3. Implement in phases. 12 Using advanced workforce analytics to make business-driven Human Resource decisions Copyright © 2010 Deloitte Development LLC. All rights reserved.
  • Building workforce analytics capabilities and delivering benefits Objective: Build a highly-effective human capital business analytics capability and organization that is scalable and sustainable. Phase I Phase II Phase III Phase IV Phase V Nonexistent Developing Defined Advanced Leading In addition to Business Analytics periodical reports, management utilizes data to test hypotheses and The organization improve the quality Sophisticated produces periodical predictive modeling of business reports which is used in scenario- operations Analytics are used management uses based analysis; data on an ad-hoc basis in decision making points management to improve business to opportunities for Analytics are not operations improving operations used in business operations and mitigating risks Business Analytics Capability 13 Using advanced workforce analytics to make business-driven Human Resource decisions Copyright © 2010 Deloitte Development LLC. All rights reserved.
  • Key business analytics enablers Enabler Key Questions People What kind of organization do we need? How will we design our organization to leverage current analytical capabilities and understand what gaps we have? Process What is the impact of analytics on how we do business? Can we improve our decision-support process to more effectively manage our ―People‖ supply chain? Technology What solutions do I need, and when? How do I stitch together the required technology components to enable data-driven decision making? Data How do I get the most out of my internal and external data? Security/ How are analytical decisions made? Who should be Governance accountable for facilitating the analysis and leveraging its insights? 14 Using advanced workforce analytics to make business-driven Human Resource decisions Copyright © 2010 Deloitte Development LLC. All rights reserved.
  • Example: Workforce business analytics maturity model: People “People” maturity dimensions: Definitions Leadership and Sponsorship leaders provide for championing workforce business strategy analytics capability and the approach an organization takes towards this goal Talent attraction Ability to attract and recruit the talent that the service organization needs Competency Skills and capabilities that should be demonstrated by the people to development meet the objectives of the organization Organization Structure of the organization designed to deliver maximum value and structure capability Cross-functional Level of cross-functional interaction required to make informed and integration business driven workforce decisions Job design Identification and definition roles and jobs to achieve the service organization’s objective Culture Extent to which analytics driven business decision making is embedded in day-to-day operations, customs, and behaviors 15 Using advanced workforce analytics to make business-driven Human Resource decisions Copyright © 2010 Deloitte Development LLC. All rights reserved.
  • Example: Workforce business analytics maturity model: People (cont.) Nonexistent Developing Defined Advanced Leading We have limited focus on developing Our leadership is educated on the Our workforce business analytics Our workforce analytics Our business strategy is informed and Leadership workforce business analytics capability. importance of workforce business analytics. capability is an essential component of our business strategy and strategy and our business strategy are seamlessly influenced by our workforce insights and predictions. and strategy leadership focus. integrated and directionally consistent. We rarely seek analytical skills in We seek ―soft skills‖ in analytics and We seek candidates with strong For hiring talent, we focus on Candidates must have prior experience Talent future hires, only transaction-oriented Information Technology (IT) skills. transaction- oriented IT skills. backgrounds and experience in statistics and analytical decision cross-functional business analytics and advanced in advanced analytical analysis and relevant background in the subject. attraction “People” maturity dimensions making. technological capabilities. We have limited focus on Our employee training touches on a We have training for designated We focus on cross- functional We encourage associates to get Competency development of analytical skills through training or hand-on high-level analytics for limited functions. analysts for BI, Analytic Applications, Data Management, business analytics and advanced technological involved in analytics-driven experimentations, and seek experience. and new technology software. capabilities. opportunities to collaborate on business development analytics across functions. We currently do We have some ad We have a We have not have any hoc local dedicated group implemented an workforce resources helping of individuals and organizational analytics us generate a defined process structure (Shared Organization capability or generic workforce in place for Service Center or a structure service reports without any generating Center of organization. specific reporting/ standardized Excellence) for the organizational workforce right service structure. insights. level/cost/capability. While taking workforce decisions, we We realize the importance of We have a well-defined process of We are seamlessly integrated with other Cross often do not interact with other parts of the business. interacting across functions to make workforce decisions and are looking engaging business partners to provide insight in interpreting data functions for generating business-driven workforce analytics as a service to other functional for ways to improve it. and taking business decision. business functions . Integration We currently have not identified any Job responsibilities, skills and job or role responsibility for attending reporting structures are defined to Job design to workforce analytics. support workforce business analytics as a core capability. All of our workforce decisions are The current decision-making culture is We give high importance to There is initial adoption of data We emphasize on acceptance of based on hindsight and no analytic primarily hindsight driven, but we want data/analytics driven decision mining and predictive modeling analytic applications and predictive applications. to move to data-based decision making and it is linked to tools. Analytics is the key to modeling by mainstream. Analytics and Culture making. competitive differentiation. sustainable competitive advantage. analytics-driven insights drive strategy development. 16 Using advanced workforce analytics to make business-driven Human Resource decisions Copyright © 2010 Deloitte Development LLC. All rights reserved.
  • Accelerating progress — Building a high-performing capability and organization It’s a journey and regardless of your strategy, most large organizations want to create an internal capability that is scalable and sustainable. Understanding, upfront, what are the required components and ―when‖ to invest will allow for an efficient use of investment dollars. “People” Maturity Dimensions: Definitions Strategic Alignment Capability Assessment Service Delivery Model Build centralized capabilities Business Intelligence Phase I Phase II Phase III Phase IV Phase V Advanced Analytics Enable Business Strategies for Success Method of adding value Focus on Focus on standardizing Nonexistent Developing Defined Advanced Leading • Further independent local delivery enhancing In addition to periodical Low Cost/ Knowledge Transfer/ Underwriting Excellence Marketing and Retention variable considerations reports, management skills and Defined Service Level Management Involvement governance utilizes data to test • Improve pricing precision and design • Target the right risks f or non-renewals hypotheses and • Increase objectivity throughout the • Improve retention of prof itable risks and Specific (site, Sophisticated predictive Site Support Business Partner unit, region) improves the quality of • Modify target variables The organization Relationship to the business business operations modeling is used in underwriting process • Increase cross-sell opportunities produces periodical scenario based • Distributed to Location(s) for • Aligned with Function/ Unit deploying • Enhance risk selection and risk • Modify independent • Identif y geographic and product reports which Operations variables Analytics are used on management uses in analysis, data points management to Local Service Needs • Line/Management Focus operationally avoidance capabilities expansion opportunities an ad-hoc basis to decision making opportunities f or • Required for Local Input/ • Knowledge & Know-How • Improve pricing competitiveness in • Develop Univariate • Enhance recruiting of prof itable improve business improving operations Data Capture or Local Transfer prof itable segments operations and mitigating risks Reporting System producers Programs Underwriting • Improve underwriter negotiation Analytics are not used • Decision/Action Intensive • Document Univariate in business operations • Manual or End-User Marketing capabilities Analysis results Intensive (company-wide) • Discuss and document Business Analytics Capability model validation Business Analytics Enablers Operational Efficiency Enhanced Decision Making Transaction Processing Center of Expertise Generic • Reduce transaction costs techniques • Increase f raud detection capabilities People Process Technology Data Security / Governance • Consolidated Organization • Expertise Focus — Ability • Straight through processing of select risk IT • Improve monitoring of underwriting to Leverage What kind of What is the impact of What solutions do I How do I get the most How are analytical • Operational Focus segments perf ormance organization do we analytics on how we do need, and when? How out of my internal and decision made? Who need? How will we business? Can we do I stitch together the external data? should be accountable • Standardized Services • “Best Practice” • Improve ease of doing business with • Enhance ability to react to market f orces Development agents sooner design our organization improve our decision- required technology f or f acilitating the • Process Intensive Focus on to leverage current support process to more components to enable analysis and leveraging • Could Cover Countries or • Issue/Knowledge Intensive • Improve claims management activities • Increase inf ormation processing analytical capabilities ef f ectively manage our data-driven decision its insights? enhancing Region • Organized by Region Focus on segregating skills and and understand what customers, employees, making? • Improve customer service capabilities and data governance gaps we have? distributors and suppliers? and optimizing efficiency governance Roadmap Development Prioritized Opportunities Phase Year 1 Year 2 Year 3 Roadmap Develop New and Renewal Model Develop New and Renewal Underwriting Models for LOB 2 and Recalibrate Models for LOB 1 Development Underwriting Models for LOB 1 LOB 3 Score LOB 1 New and Renewal Interim Scoring Business Off-Site at Deloitte Consulting Develop and Deploy Scoring Engine for LOB 2 and LOB 3 Integrate LOB 2 and LOB 3 Models Technology Develop and Deploy Scoring into Policy Administration Systems Integration Engine for LOB 1 Integrate LOB 1 Models into Policy for New and Renewal Business Administration Systems for New and Renewal Business Develop Communications Training Develop Communications Training and Conduct Pilots for LOB 2 and and Conduct Pilots for LOB 1 Communication LOB 3 Monitor, Assess, and Revise & Training Training as Necessary Launch Communications Training Launch Communications Training to all LOB 1 Underwriters to all LOB 2 and LOB 3 Underwriters Develop New and Renewal Develop New and Renewal Business Rules, Pricing Rules, and Business Rules, Pricing Rules, and Monitor, Assess, and Revise Reason Messages for LOB 1 Reason Messages for LOB 2 and Business Rules and Pricing Rules Business LOB 3 as Necessary Integration Establish Performance Metrics for LOB 1 Establish Performance Metrics for Monitor Performance Metrics LOB 2 and LOB 3 17 Using advanced workforce analytics to make business-driven Human Resource decisions Copyright © 2010 Deloitte Development LLC. All rights reserved.
  • Deploying point solutions: Solving specific problems
  • Traditional, bottom-up approach Typically, a bottom-up approach creates a gap between data and business problems by emphasizing the data, leading to a common complaint: ―We have a lot of data, but no useful information.‖ Relevant, real-time Market pressures workforce data needed to Profitability Cost containment make informed decisions. Credit crunch Growth Customer demographic shifts Shrinking workforce Technological change Evolving workplace Workforce data is often not Globalization Risk and regulatory compliance available. Business drivers do not dictate what data is collected and how. Having relevant data to inform decision making GAP Data sits in multiple repositories. It is not Translating data into a translated into a useful useful format business format and does not correlate with critical Company’s data repository business drivers. 19 Using advanced workforce analytics to make business-driven Human Resource decisions Copyright © 2010 Deloitte Development LLC. All rights reserved.
  • Alternative, strategic approach A top-down approach can bridge the gap between data and business problems by providing a repeatable framework for achieving resolutions. A top-down approach Market pressures determines that business Profitability Cost containment drivers dictate which workforce Credit crunch Growth Customer demographic shifts Shrinking workforce metrics are necessary to make Technological change Evolving workplace informed decisions. Globalization Risk and regulatory compliance Predetermined Workforce Using data Workforce Solution Sets Solution Sets incorporate to enable leading-practice lessons to Workforce better Organization provide leaders with the planning Workforce business design and Retention information they need to take and transition decision modeling optimization making action. Leadership Training & Workforce Existing internal and external Recruiting development learning productivity data can be leveraged for relevant workforce data to populate the predetermined Workforce Solution Sets. Company’s data repository 20 Using advanced workforce analytics to make business-driven Human Resource decisions Copyright © 2010 Deloitte Development LLC. All rights reserved.
  • Using analytics to help solve the HR business issues Deloitte has worked with our clients to develop and deliver innovative analytical solution sets that are tied directly to today’s pressing business workforce issues. Descriptive reporting Retrospective analytics Predictive analytics Solutions set Benefit Workforce planning and Increases accuracy of predicted revenue and talent demand by optimization incorporating valuable third-party data Workforce transitions Allows for enhanced compliance and financial oversight through centralized reporting Recruitment analytics Confirms that every resume is reviewed and considered in the recruitment process Retention risk analytics Changes the paradigm to a proactive strategy that mitigates risk by predicting the attrition problem among critical workforce Leadership development Provides an insight into the recognizable characteristics of those who modeling will thrive in leadership roles Organization development Simulates to-be structures to right size the organization with optimal modeling management layers and spans of control 21 Using advanced workforce analytics to make business-driven Human Resource decisions Copyright © 2010 Deloitte Development LLC. All rights reserved.
  • Workforce planning and optimization
  • Workforce planning and optimization — Creating more business value Workforce planning and optimization forecasts and visualizes the supply and demand of individuals for critical roles and provides the foundation to evaluate the actions needed to meet the corresponding talent management objectives. From lagging… …to leading practices • Once a year, annual planning • Continual monitoring and planning • Macro-level planning • Micro-level planning at employee level • Reactive organization • Proactive organization • Ad-hoc reporting • Enterprise-level reporting • Time-intensive and labor-intensive • Automated and real-time data visibility • Historical view of data • Forecasting and scenario planning • Internal data only (HR, finance, • Internal and external data with operations, sales) macroeconomic insights • Limited alignment with strategy • Integration with business and HR strategy 23 Using advanced workforce analytics to make business-driven Human Resource decisions Copyright © 2010 Deloitte Development LLC. All rights reserved.
  • Workforce planning and optimization process A broad approach to planning considers combinations of data from multiple sources: Step 1: Data collection Data sources Step 2a: Supply projector Internal Visualize the organization HR down to the individual level and calculate ―inflow‖ and ―outflow‖ Step 4: Report and Finance trends (i.e., attrition, hires, Step 3: Scenario monitor mobility) planner Provide real-time data, Operations Allows for ―what if‖ enterprise data to Step 2b: Demand planning leadership and Internal stakeholders projector benchmarks Incorporate Sales pipeline macroeconomic data and drivers to External project workforce demand for the organization Macroeconomic data Industry specific Accelerate workforce planning and optimization Labor market Deloitte’s supply, demand, and scenario planning approach leverages existing systems and data to help organizations make business decision Benchmarks on talent solutions. 24 Using advanced workforce analytics to make business-driven Human Resource decisions Copyright © 2010 Deloitte Development LLC. All rights reserved.
  • What is new in demand estimation? Current approach • Develop one annual plan • Labor- and time-intensive process to develop plan • Plan is closely monitored, but adjustments are infrequent because it requires same investment of labor and time Current approach to workforce planning Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb 1 FY start Long FY plan Plan in action planning developed process 25 Using advanced workforce analytics to make business-driven Human Resource decisions Copyright © 2010 Deloitte Development LLC. All rights reserved.
  • What is new in demand estimation? Proposed approach • Develop annual plan and monthly forecasts • Internal and macroeconomic data incorporated into plan • Prior month’s information may be incorporated into next month’s forecast, enabling frequent comparisons between the forecasted and actual demand • Adjustments to the plan can be made regularly as new information is available Proposed approaches to workforce planning Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb 1 FY start Shorter Plan Plan in action planning developed (more accurate with macroeconomic data) process 2 New data included for Updated plans (monthly or as reforecasted model needed) 26 Using advanced workforce analytics to make business-driven Human Resource decisions Copyright © 2010 Deloitte Development LLC. All rights reserved.
  • Demand model application — Using reforecasting capabilities Demand estimation models are ran frequently to reforecast projections (e.g., monthly updates) 1,700,000 1,600,000 Project Hours 1,500,000 Actuals 1,400,000 Baseline Plan (3/xx) 1,300,000 Model Fcst 0 1,200,000 Model RFcst 2 1,100,000 Model RFcst 4 1,000,000 Model RFcst 6 900,000 800,000 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Salary estimation Salary excess Year-end headcount Opportunity cost Apr-Mar Required $108,873,457 1,139 Client Plan (@ Mar XX) $133,463,223 $24,589,766 1,698 ModelFcst0 $124,386,621 $15,513,164 1,499 ($9,076,602) ModelRFcst2 $121,124,778 $12,251,321 1,436 ($12,338,444) ModelRFcst4 $117,157,213 $8,283,756 1,312 ($16,306,009) ModelRFcst6 $113,911,222 $5,037,765 1,167 ($19,552,001) 27 Using advanced workforce analytics to make business-driven Human Resource decisions Copyright © 2010 Deloitte Development LLC. All rights reserved.
  • Recruiting and predicting performance
  • Recruiting/talent acquisition — Sourcing more competitively Companies still struggle managing the top of the recruiting pipeline…how to more efficiently manage and optimize prospects and suspects. How do we identify qualified candidates who most resemble our best employees while decreasing recruiting cost and time? 25,000 Applicants People Process Technology Data  12,500 career profiles    6,250 background checks     3,500 candidate interviews     2,000 new hires     Defining your target (what you are trying to replicate) is extremely important in modeling. By segmenting the group of hires, you can define and compare smaller subsets such as high performers and/or long-term employees. This insight can be 1,000 Employees at Year-End invaluable throughout the entire hiring process. (Yield: ~4%) 29 Using advanced workforce analytics to make business-driven Human Resource decisions Copyright © 2010 Deloitte Development LLC. All rights reserved.
  • Traditional recruiting data Traditional application/recruiting data can make it difficult for recruiters to differentiate between prospects. Fred Bill Joe • Twelve years of work experience • Fifteen years of work experience • Twenty five years of work • Four previous employers in past • Two previous employers in past experience 10 years 10 years • One previous employer in the • Current employer is small • Currently unemployed past 10 years company • Has completed no relevant • Current company is a • Has completed several relevant courses large company courses • Attended community college Who would be the most successful? Who would be the long-term employee? • Traditional recruiting data makes it difficult to differentiate people – Simple set of rules comparing work experience and/or education and training levels – Uniform approach across candidate base 30 Using advanced workforce analytics to make business-driven Human Resource decisions Copyright © 2010 Deloitte Development LLC. All rights reserved.
  • Advance analytics — More detailed view Expanding the data elements from internal/external sources provides a more comprehensive and detailed view. Fred Bill Joe • Twelve years work experience • Fifteen years work experience • One employer in past 10 years • Length of residence — two years • Length of residence — 10 years • Twenty five years work • No children • Household size is four with experience • Currently renting a home small children • Current company is large • Four previous employers in past • Owns home company in a different industry 10 years • Reading: Science Technology • Attended community college • Foreclosure/bankruptcy • Urban single cluster courses in relevant topic area indicators • Premium bank card • Renting a home • Medium-estimated household • Medium/high-estimated • Length of residence — one year income household income • Household size = one • MVR negative correlations • No MVR data • Revolve large monthly balances • Owns pickup/SUV • Owns two midsized cars • Suburban Striver Psychographic • Hobbies — Sports • Hobbies — Techie Cluster • Low regional economic growth • Medium regional economic • High-estimated household growth income • MVR neutral correlation • Owns three or more cars • High regional economic growth Predictive models built from these and hundreds of other data elements can better quantify the likelihood and reasoning of future individual employee events. 31 Using advanced workforce analytics to make business-driven Human Resource decisions Copyright © 2010 Deloitte Development LLC. All rights reserved.
  • More detailed view enables better recruiting Workforce Analytics uses new and traditional sources of information to quantify the likelihood and reasoning behind future employee events. If effectively implemented, it allows scarce resources to be better focused, resulting in measurable benefits. Fred Bill Joe Likelihood of 40% less likely than average to 60% more likely than average 30% more likely than average future event be a successful hire and stay to be a successful hire and stay to be a successful hire; with the company for three with the company for three however, low retention years years indicators Top three • Suboptimal employment • Optimal past employment • Suboptimal employment reasons history history history • Low household • High household • No household responsibilities responsibilities responsibilities • Poor financial indicators • Good financial indicators • Higher financial indicators Possible • Unlikely pursuit — Third tier • Actively pursue — Primary • Possible Pursuit — Second actions tier tier 32 Using advanced workforce analytics to make business-driven Human Resource decisions Copyright © 2010 Deloitte Development LLC. All rights reserved.
  • Summary: Using advanced workforce analytics to make business-driven Human Resource decisions The marketplace shows a developing interest/demand for analytics in HR as evidenced by: – Continued investment in technology infrastructure – New type of HR leaders – Challenging economy is forcing organizations to embrace change – Dashboard overload Use an HR business analytics maturity model when implementing reporting and workforce analytics solutions. This helps reduce risk, optimize spend and facilitate an integrated approach. 33 Using advanced workforce analytics to make business-driven Human Resource decisions Copyright © 2010 Deloitte Development LLC. All rights reserved.
  • Summary: Using advanced workforce analytics to make business-driven Human Resource decisions (cont’d) Workforce planning and optimization forecasts and visualizes the supply and demand of individuals for critical roles and provides the foundation to evaluate the actions needed to meet the corresponding talent management objectives. Predictive models built from hundreds of data elements can better quantify the likelihood and reasoning of future individual employee behavior and events. 34 Using advanced workforce analytics to make business-driven Human Resource decisions Copyright © 2010 Deloitte Development LLC. All rights reserved.
  • Questions?
  • Contact information Russell Clark Director Deloitte Consulting LLP rclarke@deloitte.com John Houston Principal Deloitte Consulting LLP jhouston@deloitte.com 36 Using advanced workforce analytics to make business-driven Human Resource decisions Copyright © 2010 Deloitte Development LLC. All rights reserved.
  • "This presentation contains general information only and is based on the experiences and research of Deloitte practitioners. Deloitte is not, by means of this presentation, rendering business, financial, investment, or other professional advice or services. This presentation is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte, its affiliates, and related entities shall not be responsible for any loss sustained by any person who relies on this presentation. About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. "This presentation contains general information only and is based on the experiences and research of Deloitte practitioners. Deloitte is not, by means of this presentation, rendering business, financial, investment, or other professional advice or services. This presentation is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte, its affiliates, and related entities shall not be responsible for any loss sustained by any person who relies on this presentation. Copyright © 2010 Deloitte Development LLC. All rights reserved. Member of Deloitte Touche Tohmatsu Limited