Learn how Ithaca College uses data to develop forward-looking talent management strategies by reviewing “Data drives results,” a presentation from Brian Dickens, Ph.D., vice president of human resources, originally delivered at PeopleConnect 2017 — PeopleAdmin’s annual user conference.

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Connecting metrics and analytics to strategy
Brian Dickens, Ph.D.
Vice President of Human Resources, Ithaca College
Data drives results:
Using data to
benchmark and
transform your
organization

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Strategic Human Resources
What is it?

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Strategic HRM
Source: SHRM 2017
Aligns HR philosophy, planning, and practice with strategic goals of organization
Gives direction on organizational structure and drives culture
Prepares an organization for long-term sustainable change

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Strategic HRM
Source: Harvard Business Review, The Call for a More Strategic HR
As talent becomes a source of competitive advantage…
Create talent supply chains that support innovation and growth
Utilize metrics and analytics that supply insights to guide decisions and gauge the
effectiveness of talent investment and management

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vision
Strive to become the standard of
excellence for student-centered
comprehensive colleges, fostering
intellect, creativity, and character
in an active and inclusive
residential learning community.

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mission
To provide a foundation for a lifetime of learning, Ithaca College is dedicated to fostering intellectual growth,
aesthetic appreciation, and character development in our students. The Ithaca College community thrives on
the principles that knowledge is acquired through discipline, competence is established when knowledge is
tempered by experience, and character is developed when competence is exercised for the benefit of others.
A comprehensive college that since its founding has recognized the value of combining theory and
performance, Ithaca provides a rigorous education, blending liberal arts and professional programs of study.
Our teaching and scholarship are motivated by the need to be informed by, and to contribute to, the world's
scientific and humanistic enterprises. Learning at Ithaca extends beyond the classroom to encompass a broad
range of residential, professional, and extracurricular opportunities. Our undergraduate and graduate students,
faculty, staff, and alumni all contribute to the learning process.
Ithaca College is committed to creating an inclusive environment and attracting a diverse body of students,
faculty, and staff. All members of the college community are encouraged to achieve excellence in their chosen
fields and to share the responsibilities of citizenship and service in the global community.

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guiding principles
We prepare students for success in college and in life. We believe intellectual and
personal growth reach their highest potential in an atmosphere that is both challenging
and supportive.
We embrace diversity as an integral part of the educational experience and of the
community we create.
We commit to the responsible and sustainable management of natural, human,
and financial resources.
We strive to be recognized for inclusivity and excellence in our educational and
operational endeavors.

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Objectives
Discuss ways Ithaca College is using data to drive and inform strategic change
Explore and identify opportunities for readers to take action

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TalentIndex
This SlideShare contains statistics from the Higher Education TalentIndex, which compiles
dozens of data points on higher education growth, benchmarks, trends and challenges from
nearly 400 higher education professionals.

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Connecting metrics and analytics to strategy

11. | 11Source: TalentIndex 2016
Expected student enrollment over the next three years
Increase Decrease No change

12. | 12Source: TalentIndex 2016
Anticipated hiring growth
Increase Decrease No change

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Declining applicant volume
Community college Public university Private university
Source: TalentIndex 2016

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What does this mean for ?
An increased demand for talent, while skilled candidate pools decline
means acquisition is becoming more and more difficult
Retain and develop the talent we already have
Career pathing and succession planning are critical to our long-term
talent management strategy

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What does this mean for ?
Creativity and innovation in the workforce development strategy is key
Enhance and invest in a broader, more diverse set of professional development
series that are aligned with IC mission, vision, and guiding principles
Established a long-term professional development strategy to
align development with IC’s strategic goals

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Connecting metrics and analytics to strategy
Measurement
and the journey
to strategic
decision-making

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Are universities measuring HR performance?
HR key performance indicators (KPIs) or metrics tracking
Source: TalentIndex 2016

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The reporting and analytics journey
Institutions struggle to progress from generating reports to using data to make decisions
Source: TalentIndex 2016
Easy Difficult Neutral Unsure

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We knew funds would not be appropriately allocated to HR until we could measure
effectiveness/efficiency in relation to the impact on the higher education business model
What does this mean for ?
We — like most others — struggled with the progression from basic
reporting to analysis and decision-making
Data (metrics) can’t be used for their predictive value until they’re consistent
and significant enough to indicate trends (analytics) and tell a story

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What does this mean for ?
Partnering with our Analytics and Institutional Research (AIR) offices helps to reimagine
HR analytics in which targeted talent acquisition metrics will allow us to tell better
stories from the data
Obtaining better metrics and KPIs strengthens HR’s strategic partnerships across campus
Business Intelligence helps to reposition HR as a strategic ally
Vacancy rates, time-to-fill, quality of hire, turnover rates, mobile applicants, etc. at IC

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Connecting metrics and analytics to strategy
Back to
talent
acquisition

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Talent management priorities
Attracting faculty is the top talent management priority
Source: TalentIndex 2016

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Mobile platform
Source: TalentIndex 2016

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25%
Of job seekers ages 18-39
expect to be able to search for
or apply to jobs using mobile
devices

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Declining applicant volume coupled with an industry focus on talent
acquisition means we need to assess and enhance our current
accessibility, attractiveness and ease of application
What does this mean for ?
This data is helping HR make the case for greater
investments in mobile-enabled service delivery options

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Connecting metrics and analytics to strategy
Top challenges for
2017

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Top challenges in 2017
Budget
constrictions
Competitive
compensation
Source: TalentIndex 2016

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Challenges of budget and compensation
IC faces growing budget model concerns: demographics in
Northeast and IC mission, compensation philosophy
New York market substantially higher than other
markets, increasing compensation pressures for IC
Employees believe they are under paid or inequitably paid

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What does this mean for ?
Invest in compensation expertise
Campus-wide compensation study (market benchmarks,
comparators, aspirants, Carnegie class, etc.)
Use metrics and analytics to develop compensation strategy
and make compensation decisions

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In conclusion
Streamlined, accessible talent management data can’t just be used retroactively
to say what has already happened
By gathering data through talent management software and improving and
streamlining our internal reporting processes, we’re starting to make decisions
based on quantifiable evidence
• Strategic investment in development
• Shifting to a shared services model
• Investment in a mobile presence
• Increased focus on mission and values

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Key takeaways
Revisit institutional strategic plan/strategic goals/strategic initiatives
Identify places within the above where HR can best direct the institution
toward realizing its strategic goals
Consider what data (metrics) and analytics are necessary to inform strategic
decision-making
Consider software to simplify the journey from metrics to predictive, strategic
decision-making
Let HR professionals across the institution know why you measure what you
do; make it a means to an end

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Thank You
Download the Higher Education TalentIndex for additional
information about the challenges and opportunities facing higher
education talent management professionals.