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Marcus Baker: People Analytics at Scale

  1. PA Camp December 2022 People Analytics at Scale Building analytics beyond the analyst to foster organization-wide impact through actionable workforce insights. Marcus Baker
  2. 01 Agenda Principles of Scale 02 The Business Context 03 Build or Buy 04 The Platform 05 The Product 06 Take Action $
  3. What do we mean by scale?
  4. We hire people to interpret, solve, & action . We utilize tools to do.
  5. Data Architecture Standardization Documentation Repeatability 80/20 Rule Business Impact Agility Ease
  6. Lay a strong foundation Collect Robust Requirements Bring all the players to the table. Truly understand what they need and get them to understand what it will take to deliver it . Have end-users, data stewards, and subject matter experts elaborate on what data they have and what data they trust,. Make complex thing s simple A complicated, hard to interpret, and convoluted to measure, metric is often of less value to the organization, even if its in vogue . Simple metrics sell. Simple metrics drive action. Simple metrics connect data to reality. Say no to scope creep Agree to a path, develop a plan & timeline, and stick with it . Your resources are limited so its better to build a high quality, narrow scoped product out the door than a low-quality wide scoped one.
  7. Adaptability The business context is always changing. As People Analytics practitioners we need to be ready to adapt and meet our customers where they are at. Goal-Oriented We need to help the business attain its goals, if we’ve lost sight of their goals they lose interest in our Products. Ef fi ciency Matters Leaders want to get the most out of their workforce. Workers want to get the most out of their role and organization. Data can help them both - a win win. Customer fi rst Customer fi rst means we put the customer at the center of the products we build - frequently involving them in the design, development, and maintenance process. The Business Context
  8. 2022 To Buil d O r To Buy A lot of considerations…
  9. Ask yourself: Does my organization have a lot of custom metrics they are unwilling to change? 01 Does my organization already have suf fi cient insights to hold them over or do they need more information right now? 02 Does my organization have its data ready and cleaned for plug and play analytics? 03 Does my organization have the right technologies to take advantage of? 04 ?
  10. The Build Tech Stack Source Systems Data Platform Products
  11. Common Tools and Tech to Build When you build from the ground up you need to be able to aggregate, clean, analyze, and visualize the data on your own. - AWS (S3; Redshift) - Azure - Snow fl ake - Starburst Trino - Air fl ow - Snow fl ake - Starburst Trino - DataBricks - JupyterHub - RStudio - Tableau - Looker - PowerBI - Qlik - Google Data Studio Data Platform Tools Analytics Platform Tools Analytics Product Tools
  12. The Buy Tech Stack Source Systems Products
  13. Common Tools and Tech to Buy When you buy you need to be prepared to implement the solution, which can take weeks to months. You need to have your data prepped to fl ow into the newly acquired tool. - Visier - OneModel - CruncHR - Equitable Analytics Products on the Market - Workday
  14. The Platform
  15. Structure Governance Discoverability The data schemas you build need to be well-structured and designed for scale. Tall tables The data you own, data about your organization and its workers, needs to be secure and kept relevant. Data Categorization Security Data Stewardship To ensure fi elds are used for their intended purpose, & for the ease of consumers, data must be documented. Metadata Store Data & Metrics Libraries Data Linages When building your platform: Light touches Flexible Calculations Well-written code On Rails End-to-End Process
  16. Raw Data (From Source) Cleaned Data Project Speci fi c Data Optimizing the data fl ow
  17. HR Data Sources Data powers insight. HR organizations, their peer functions, and the business, have an array of tools and datasets that are relevant to telling peoples’ stories that we need to access and mine. Call Center Core HCM ATS CRM Financial Planning Sales & Service Surveys & Listening Facilities IT Industry Benchmark Government Data Recognition & Wellbeing
  18. Ensure that the structures of today are going to fi t the needs of tomorrow . Limit rework & focus on work that matters by ditching bespoke tables or calculations that can only be used in one place for one purpose. Build with the future in mind
  19. The Product
  20. Governing the right Access Intersection of who and what a user can see (Population) Who (Data Elements) What Access
  21. Accessible We have colleagues of many different backgrounds and experiences - our products need to be usable by them. Automated Our gold star is to have data fl ow, and insights powered, without manual touch. Human intervention is key to many areas in people analytics but cyclical work can stand on its own. Directionally Correct We may never match Finance’s or Sale’s or Operation’s numbers perfectly, but we need to tell the story - not the stats to the hundredth of a percent. Support We need to energize our data consumers by ensuring their interactions and experiences with out products are top-notch. Principles for Products
  22. Will people use this? What are users return? Can action be taken? Leaders have limited time. Ensure that your product puts what they need in front of them, fast. Quick to Load Do your users perceive a positive- return on their investment for using your product? User Experience Personalized Product Engagement As commonly said trop in People Analytics is “insight without action is overhead.” How do we connect insights to outcomes? Does a metric bene fi t workers? Does a metric have business impact? Does a metric tell us if we are on track? When building your products, ask yourself: Quick to Insights Relevant Insights fi rst Tailored Experience Assist in their Work fl ow Does a metric help us strategize?
  23. What to Measure What will our demographics look like a year from now based on current trends? People Do we have an equitably workplace? Do we have a diverse workforce? Are there biases in our hiring process? Are people engaged? Are employees using vacation time? How much is turnover costing us? Do we have the right skills? Are my teams upskilling? Do we have pipelines for career growth? What will the cost of my workforce be? Are workers returning to the of fi ce? Are we meeting our turnover goals? Are we recognizing top performers? Does the labor market view us as a great place to work? What chokepoints in the employee experience is impacting our growth? Business Impact Strategic Goals How long does it take to back fi ll my roles? Where are the greatest risks to the organization?
  24. How to Measure Representation forecasting (predictive analytics) People Pay Equity Analysis along gender lines Representation by Demographics Funnel conversion rates for candidates with disabilities Engagement Survey scores Vacation utilization rates at the end of each year Total Cost of Attrition by Month Employee Skills vs. Role Required Skills Learning and Development time per FTE Promotion Rates and Likeliest Next Position Models Payroll cost forecasting (predictive analytics) Badge Entry Trends Rolling 12-month Turnover Rates against Industry Benchmark Recognition Sentiment among Top Performers Glassdoor Score - 3 year trend Employee Journey mapping - Candidate experience; Onboarding; etc. Business Impact Strategic Goals Requisition Average Time to Fill Impact and outlier analysis on tracked metrics
  25. Taking Action We have the insights - now what do we do with them? How do we get them to the right people?
  26. Driving Engagement Tie to Strategy Answer strategic questions and tie insights to goals to add context of the big picture. Tie to Operations Ensure users connect that insights about their teams will enable them to run their teams more ef fi ciently. Tie to Action Let users know that these aren’t just pretty numbers on a screen - they can have impact if you use them. Educate Hit the ground running with trainings, communications, usage guides / job aides, and of fi ce hours. Support Foster a culture of learning, reasonable assistance, and self-discovery through documented channels. Re fi ne Continually enhance your products post- launch taking in feedback from users and keeping them at the center of all you do.
  27. Requisitions, Candidates, Applications, Interview Feedback, Assessment Tools, Labor Market Benchmarks, and Skills. A Speci fi c Example : Talent Acquisition One HR’s more complicated, but insightful, datasets.
  28. Candidates aren’t Employees We are often working with personal emails, personal addresses, and con fi dential disclosures about people who are not workers of our organizations, care needs to be taken to protect their data. Data Structures Many Talent Acquisition tools do not store requisition, candidate, and application information as you’d expect - extra caution needs to be put towards ensuring you are capturing the full picture. Relevance TA, at the end of the day, is sales. Sales people need easily accessible, easy to understand information - fast. Directionally Correct Applicants put in the info they choose to disclose. At best recruiters may put data in after the fact, at worst they may skip steps in the hiring process. We need to tell a story through incomplete data. Pitfalls of Talent Acquisition Insights
  29. Show Capacity Concerns Highlight Bottlenecks Help attain optimality Be inclusive Look at Where Hard Work Paid Off Stating what is & what was Where to focus?
  30. Whats easy to measure, on just about any dataset: Open Req Count 1. Average Time to Fill 2. Candidate Gender Representation 3. Candidate URM Representation 4. Open Reqs per Recruiter 5. Reqs Filled in Previous Period 6. Funnel Ef fi ciency by Demographics 7. Applicants per Open Role 8. Time in Stage / Stage Drop Off 9. Offer Acceptance / Decline Rate 10.
  31. Start your journey with simple , effective, and innovative solutions.
  32. Questions? Thank you