How Talent Analytics Can Help You Maximize Your HR Strategy

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For most organizations, the promise of Big Data remains unfulfilled. The vast majority of organizations are stuck in a reporting cycle, churning out lots of metrics, but few insights or solutions. The ability to measure, analyze, and optimize talent practices is now critical to business success.

Many HR organizations have recognized this need and are starting to invest more strategically in measurement and analytics. With a plethora of data, recruiting is an area ripe to take advantage of analytics. With the right tools and capabilities, this data can be turned into competitive advantage.

Check out our webinar feat. Karen O'Leonard, VP of Benchmarking & Analytics Research of Bersin by Deloitte and Wiliam Blackstorm, Sr. Manager Sourcing & Market Intelligence & Director of Global Talent Analytics, Research Division of Cisco to learn:

-Where to start when analyzing recruitment data
-How to build an effective talent analytics capability
-How one organization, Cisco, is using analytics to develop a more effective recruitment strategy

Published in: Recruiting & HR, Technology
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How Talent Analytics Can Help You Maximize Your HR Strategy

  1. 1. 1 How Talent Analytics Can Help You Maximize Your HR Strategy
  2. 2. 2 How Talent Analytics Can Help You Maximize Your HR Strategy Karen O’Leonard Vice President, Analytics & Benchmarking Research Bersin by Deloitte Deloitte Consulting LLP May 2014 William Blackstorm Sr. Manager – SSMI, Director Global Talent Analytics Cisco Kelly Payne Director, Client Success Glassdoor
  3. 3. 3 Topics for Today’s Discussion  Research: Building an Effective Analytics Capability  Case in Point: Cisco  Talent Analytics Tools on Glassdoor  Q&A
  4. 4. 44 Building an Effective Talent Analytics Capability
  5. 5. 5 Operational Reporting Reactive, Operational Reporting of Efficiency & Compliance Measures • Focus on Data Accuracy, Consistency, Timeliness Advanced Reporting Proactive, Operational Reporting for Benchmarking & Decision-Making • Multidimensional Analysis & Dashboards Advanced Analytics Statistical Modeling and Root Cause Analysis to Solve Business Problems • Proactive in Identifying Issues & Actionable Solutions Predictive Analytics Development of Predictive Models • Scenario Planning • Risk Analysis & Mitigation • Integration with Strategic Planning Level 1 Level 2 Level 3 Level 4 Talent Analytics Maturity ModelBersinbyDeloitte Source: Bersin by Deloitte, 2014
  6. 6. 6 Operational Reporting Reactive, Operational Reporting of Efficiency & Compliance Measures • Focus on Data Accuracy, Consistency, Timeliness Advanced Reporting Proactive, Operational Reporting for Benchmarking & Decision-Making • Multidimensional Analysis & Dashboards Advanced Analytics Statistical Modeling and Root Cause Analysis to Solve Business Problems • Proactive in Identifying Issues & Actionable Solutions Predictive Analytics Development of Predictive Models • Scenario Planning • Risk Analysis & Mitigation • Integration with Strategic Planning Level 1 Level 2 Level 3 Level 4 BersinbyDeloitte 4% 10% 30% 56% Talent Analytics Maturity Model Source: Bersin by Deloitte, 2014
  7. 7. 7 Advancing Takes Effort Level 2 Advanced Reporting Level 3 Advanced Analytics Level 4 Predictive Analytics Level 1 Operational Reporting Level of Effort a Level of Value Choke Point for Most Organizations Source: Bersin by Deloitte, 2014
  8. 8. 88 In Short: HR is Not There Yet
  9. 9. 9 z Quality Dashboards Team Data Culture IT Support
  10. 10. 10 z Quality Dashboards Team Data Culture IT Support
  11. 11. 11 Inaccurate data Invalid data Outliers Missing data Conflicting dataDuplicates Poorly-defined data Lack of Data Standards Out-of-date data
  12. 12. 12 Changing the Dialogue with Stakeholders Is this data correct? What do we do about it?
  13. 13. 13 Improving Data Quality Source: Bersin by Deloitte, 2014
  14. 14. 14 z Quality Dashboards Team Data Culture IT Support
  15. 15. 15 Dashboard Capabilities Customized by audience Self-service capabilities
  16. 16. 16 Highlight Strengths and Weak Points Source: ADP, 2014
  17. 17. 17 Highlight Key Findings Source: SuccessFactors 2013
  18. 18. 18 Understanding Stakeholders’ Needs Try this: Stop sending your stakeholders their regular reports.
  19. 19. 19 Understanding Stakeholders’ Needs Does anyone notice? Try this: Stop sending your stakeholders their regular reports.
  20. 20. 20 z Quality Dashboards Team Data Culture IT Support
  21. 21. 21 Staffing Increases by Maturity Level (Assumes 10,000-person company) Level 2: Advanced Reporting Level 4: Predictive Analytics Level 3: Advanced Analytics Level 1: Operational Reporting Source: Bersin by Deloitte, 2014
  22. 22. 22 It Takes A Multi-Disciplinary Team World Class Analytics Team Database Knows the business Consulting skills Statistical modeling Knows HR Data Visualization Can Tell the Story I/O Psychology IT/Systems and database experience Source: Bersin by Deloitte, 2014
  23. 23. 23 It Takes a Cross-Functional Team Workforce Planning Learning & Development Talent Acquisition Talent Management Leadership Development Performance Management Employee Engagement Compensation Analytics Succession Planning Source: Bersin by Deloitte, 2014
  24. 24. 24 Finance Operations IT Business Leaders Sales Marketing Customers Workforce Planning Learning & Development Talent Acquisition Talent Management Leadership Development Performance Management Employee Engagement Compensation Analytics Succession Planning Source: Bersin by Deloitte, 2014
  25. 25. 25 z Quality Dashboards Team Data Culture IT Support
  26. 26. 26 33%63% IT is ―extremely supportive‖ of our talent measurement and analytics efforts Mature Analytics Teams Have Strong IT Support Source: Bersin by Deloitte, 2014
  27. 27. Copyright © 2014 Deloitte Development LLC. All rights reserved.27 IMPACT 2014 THE BUSINESS OF TALENT® The Ugly Part of The Story Visual Dashboards Advanced Analytics Predictive Models The Ugly Part of The Story Visual Dashboards Advanced Analytics Predictive Models Data Integration Data Dictionary Data Quality Data Governance Data Entry Scalable Computing Reporting Tools Disparate Systems Data Visualization Data Analysis The Ugly Side: Data Management
  28. 28. 28 z Quality Dashboards Team Data Culture IT Support
  29. 29. 29 Which functions have strong analytics capabilities? HR Lags Behind 15% 56% 58% 77% 81% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% HR Marketing Sales Operations Finance Source: Bersin by Deloitte, 2014
  30. 30. 30 The Value of Talent Analytics HR organizations using predictive analytics are… 2X more likely to improve their recruiting efforts 2X more likely to improve their leadership pipelines generating 30% higher stock returns than the S&P 500 over the last 3 years 3X more likely to realize cost savings and efficiency gains Source: Bersin by Deloitte High-Impact Talent Analytics Study 2013Source: Bersin by Deloitte, 2014
  31. 31. 3131 Case in Point: Cisco
  32. 32. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor Know Your Talent Through Analytics
  33. 33. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor 3 Ways to Ensure Your Company’s Message Is Working
  34. 34. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor Step #1 : Analyze Reviews & Ratings Source: glassdoor.com, linkedin.com, Forbes, CNN Money, TechChrunch.com, Business Insider, PayScale.com, Salary.com Pros: • Good work/life balance • Strong collaboration environment • More relaxed • Friendly culture than most tech companies • Great place to develop skills Hours: • Open • Flexible • Remote work options for most employees Resume Review Process (2 days to 2 weeks): 1. Apply to role 2. Recruiter phone screen (30-45 min.) 3. Hiring Manager phone screen (30 min.)
  35. 35. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor Step #1 : Analyze Reviews & Ratings Source: glassdoor.com, linkedin.com, Forbes, CNN Money, TechChrunch.com, Business Insider, PayScale.com, Salary.com Intern Interview Process (2 to 6 weeks): Personal interview — 4 people, 30-45 min each Campus Pipeline: High volume of schools and strong campus recruiting presence. Low impact and low engagement. Intern/New Grad Turnover: 38% (1 to 3 years) Retention Rate: 62% (Annual) Intern Candidate Generation: Low/mid touch model, high volume of schools, weak online / ATS applicant system. Most applicants are brought in via campus recruiting vs. online. Extremely weak apply online applicants. We are missing the cream of the crop who prefer not to wait in line to engage the campus team and prefer an easy way to apply online or via mobile at their convenience.
  36. 36. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor Step #2 : Listen to What They Are Saying 95% employees say reviews from those on the inside are influential when deciding where to work
  37. 37. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor Step #3: Monitor Your Reputation Over Time Most job seekers read 4-7 reviews before forming an opinion of a company
  38. 38. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor The Results
  39. 39. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor Today’s Candidates
  40. 40. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor What We Know About Today’s Candidates …so why is it so hard to find the right job and company? 51%have buyer’s remorse due to an inaccurate picture of the job 95% are influenced by reviews from those inside the company 69%wouldn’t take a job with a company that had a bad reputation
  41. 41. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor Talent Analytics Helps You Stay Ahead of the Competition
  42. 42. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor Know Your Reputation Glassdoor Reputation Scorecard - Cisco Systems Report Date 2/26/14 Profile Activity 2013 2012 % Change Page Views 1,539,422 1,228,000 +25% Ratings & Reviews 2013 2012 % Change All-Time # of Company Reviews 1,045 884 +18% 3,889 Overall Rating 3.7 3.7 0% 3.5 Culture & Values 3.7 3.7 0% 3.7 Work/Life Balance 3.8 3.8 0% 3.8 Senior Management 3.1 3.2 -3% 3.1 Comp & Benefits 3.8 3.6 +6% 3.6 Career Opportunities 3.4 3.3 +3% 3.2 CEO Rating 77% 74% +4% 75% % Recommend to a Friend 79% 79% +0% 76% % Positive Business Outlook 38% 44% -13% 37% Overall Rating by Current vs Former Employees % Reviews by Current Employees 65% 72% -9% 71% Current Employee Rating 3.8 3.7 +3% 3.6 Former Employee Rating 3.6 3.5 +3% 3.4 Interview Reviews 2013 2012 % Change All-Time # of Interview Reviews 295 251 +18% 906 Difficulty Rating 3.0 3.0 0% 3.0 % by Experience Positive 73% 69% 5% 65% Neutral 16% 21% -25% 23% Negative 12% 10% +13% 12% % by Outcome Accepted Offer 57% 58% -2% 52% No Offer 38% 35% +11% 40% Declined Offer 5% 7% -34% 7% % of Declined with Negative Experience 7% -36% 12% Avg. Interview Cycle Time (in days) 32.0 18.1 +77% 22.6
  43. 43. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor The DNA of Your Talent Pool Education High School (3.7%) College (64.7%) Graduate School (31.6%) Years Experience 0-1 (28.7%) 2-5 (30.5%) 1-10 (22%) 11+ (22%) Gender Female (18.8%) Male (81.2%) Age <18 (0.3%) 18-24 (26.1%) 25-34 (37.9%) 35-44 (21.4%) 45-54 (10.9%) 55+ (3.4%)
  44. 44. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor Helping People Find The Jobs & Companies They Love 6Mcontent 300Kcompanies 15Mjobs 190countries 22Mmembers has become the most trusted and transparent place for today’s candidates to search for jobs and research companies Member growth over 4 years 48% of job seekers use Glassdoor (Source: Software Advice Report, Jan 2014)
  45. 45. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor Employer BrandingJob Advertising Data & Analytics About Glassdoor
  46. 46. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor The Results We See 2xbetter applicant quality vs traditional job boards 30% lower cost-per-hire than other recruitment channels 3xmore influence over candidates’ decisions
  47. 47. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor Questions?
  48. 48. 4848 Karen O’Leonard Vice President, Benchmarking & Analytics Research Bersin by Deloitte Deloitte Consulting LLP koleonard@deloitte.com LinkedIn: KarenOLeonard William Blackstorm Sr. Manager – SSMI Strategic Sourcing and Market Intelligence & Global Talent Analytics Research Division Cisco wiblacks@cisco.com Kelly Payne Director Client Success Glassdoor Twitter: kelly_payne22 Kelly.payne@glassdoor.com
  49. 49. 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. Certain services may not be available to attest clients under the rules and regulations of public accounting. Copyright © 2014 Deloitte Development LLC. All rights reserved. Member of Deloitte Touche Tohmatsu Limited
  50. 50. 5050 This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication 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 shall not be responsible for any loss sustained by any person who relies on this publication.

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