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NASSCOM HR Summit 2012: Predictive Analytics & Attrition Modeling: An Introduction - Ephraim Spehrer and Mali Mahalingam
NASSCOM HR Summit 2012: Predictive Analytics & Attrition Modeling: An Introduction - Ephraim Spehrer and Mali Mahalingam
NASSCOM HR Summit 2012: Predictive Analytics & Attrition Modeling: An Introduction - Ephraim Spehrer and Mali Mahalingam
NASSCOM HR Summit 2012: Predictive Analytics & Attrition Modeling: An Introduction - Ephraim Spehrer and Mali Mahalingam
NASSCOM HR Summit 2012: Predictive Analytics & Attrition Modeling: An Introduction - Ephraim Spehrer and Mali Mahalingam
NASSCOM HR Summit 2012: Predictive Analytics & Attrition Modeling: An Introduction - Ephraim Spehrer and Mali Mahalingam
NASSCOM HR Summit 2012: Predictive Analytics & Attrition Modeling: An Introduction - Ephraim Spehrer and Mali Mahalingam
NASSCOM HR Summit 2012: Predictive Analytics & Attrition Modeling: An Introduction - Ephraim Spehrer and Mali Mahalingam
NASSCOM HR Summit 2012: Predictive Analytics & Attrition Modeling: An Introduction - Ephraim Spehrer and Mali Mahalingam
NASSCOM HR Summit 2012: Predictive Analytics & Attrition Modeling: An Introduction - Ephraim Spehrer and Mali Mahalingam
NASSCOM HR Summit 2012: Predictive Analytics & Attrition Modeling: An Introduction - Ephraim Spehrer and Mali Mahalingam
NASSCOM HR Summit 2012: Predictive Analytics & Attrition Modeling: An Introduction - Ephraim Spehrer and Mali Mahalingam
NASSCOM HR Summit 2012: Predictive Analytics & Attrition Modeling: An Introduction - Ephraim Spehrer and Mali Mahalingam
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NASSCOM HR Summit 2012: Predictive Analytics & Attrition Modeling: An Introduction - Ephraim Spehrer and Mali Mahalingam

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  • 1. Predictive Analytics & Attrition Modeling: An Introduction • Ephraim Spehrer—Patrick, Principal & Segment Leader, HC Strategy EMEA at Mercer • Mali Mahaingam, EVP & CPO, Symphony TelecaNameDateVersion Copyright © 2012 Symphony Teleca Corp. All rights reserved. CONFIDENTIAL AND PROPRIETARY 1
  • 2. Evolution of HR Hi Strategically Source : Dr Wayne Brockbank (Human Proactive Resource Management, Winter-1999)Competitive Advantage Strategically Reactive Operationally Proactive Operationally Lo Reactive Copyright © 2012 Symphony Teleca Corp. All rights reserved. CONFIDENTIAL AND PROPRIETARY 2
  • 3. Ram Charan If organizations managed money the way they managed people, they would be bankrupt!Source: “Talent Masters” Copyright © 2012 Symphony Teleca Corp. All rights reserved. CONFIDENTIAL AND PROPRIETARY 3
  • 4. Understanding fundamentals• Human capital is the defining component of any successful business!• HRA awareness is relatively recent.• Analytics is a mental framework – a logical progression first and a set of statistical tools next• Journey involved: Recording, Relating, Comparing, Understanding and Predicting• HRA begins with Workforce planning / Capacity planning. Talent segmentation is key before we decide in investments in human resources Copyright © 2012 Symphony Teleca Corp. All rights reserved. CONFIDENTIAL AND PROPRIETARY 4
  • 5. Crises in Measurement • Excess indicator crisis • Externalism (benchmark crisis) • “On an average” crisis • Rear view mirror vision crisis (call it meteorology department vision!) • Uniform definition / formula crisis Copyright © 2012 Symphony Teleca Corp. All rights reserved. CONFIDENTIAL AND PROPRIETARY 5
  • 6. Measuring what matters! “Not everything that can be counted counts and not everything that counts can be counted” Copyright © 2012 Symphony Teleca Corp. All rights reserved. CONFIDENTIAL AND PROPRIETARY 6
  • 7. Four useful measurement assumptions• Your problem is not as unique as you think!• You have more data that you think!• You need less data than you think• There is useful measurement that is much simpler than you think! Source: “ How to measure anything-Finding the value of Intangibles in business” by Douglas W Hubbard Copyright © 2012 Symphony Teleca Corp. All rights reserved. CONFIDENTIAL AND PROPRIETARY 7
  • 8. The HCM:21 Model SCAN PLAN Human Capabilities Structural Engagement Relatioal Development Algorithms PREDICT PRODUCE Strategic, Optimize Operating & Integrate Leading Synchronize Indicators Source: “The New HR Analytics” by Jack Fitz-Enz Copyright © 2012 Symphony Teleca Corp. All rights reserved. CONFIDENTIAL AND PROPRIETARY 8
  • 9. Talentship as Decision Science• A Decision Science that enhances decisions about talent resources• In the absence of a decision science, organizations have adopted a “peanut butter approach” to people decisions• Black Box: Where and how investments in employees’ talent and organization actually drive strategic success• To break the traditional focus, HR must extend its focus from services it provides to the decisions that it supports! Copyright © 2012 Symphony Teleca Corp. All rights reserved. CONFIDENTIAL AND PROPRIETARY 9
  • 10. Human Capital BRidge Framework Source: Talentship by Boudreau & Ramstad Copyright © 2012 Symphony Teleca Corp. All rights reserved. CONFIDENTIAL AND PROPRIETARY 10
  • 11. Key Concepts in Talentship • Pivot Points: Linkages that connect the anchor points of Impact, Effectiveness and Efficiency • Analytic Lenses: Strategic Assumptions, Competitive Positioning, Strategic Resources & Business Processes • Culture & Capacity : COM (Culture as organizational capacity) • LAMP Framework : Right Logic, Right Analytics, Right Measures and Right Processes Copyright © 2012 Symphony Teleca Corp. All rights reserved. CONFIDENTIAL AND PROPRIETARY 11
  • 12. Jac Fitz-Enz To assume that our work has value without offering any supporting data is arrogant and a dereliction of duty!Source: The New HR Analytics (2010) Copyright © 2012 Symphony Teleca Corp. All rights reserved. CONFIDENTIAL AND PROPRIETARY 12
  • 13. Copyright © 2012 Symphony Teleca Corp. All rights reserved. CONFIDENTIAL AND PROPRIETARY 13

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