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58 Quotes, Facts, Benchmarks,
and Best Practices
on People and Analytics
For the last 18 months, the consulting team at Media 1 has read tens of thousands of
pages of research, presentations, and white papers on analytics as it relates to people
and performance. When we came across especially interesting content, we added it to
a master list of resources. The following 58 items where curated from that list in the
hopes that people will use them in support of creating great places to work.

Edited by Harrison Cates Withers III
58 Quotes, Facts, Benchmarks, and Best Practices
on People and Analytics edited by Harrison Cates Withers III

Copyright © 2013 Media 1. All Rights Reserved.

Harrison is the Vice President at Media 1 and a principal business operations consultant. He has over 20 years of
experience in the performance improvement space including managing learning and development activities on an
international scale. Prior to Joining Media 1 he was the Director of Training and Technology at the Domino’s Pizza
chain, giving him the unique perspective of both the business and advisor sides of the equation. He regularly writes
on the intersection of people, process, and technology, including in-depth perspectives on metrics and
measurement, use of social media in business, knowledge management, and the proliferation of mobile technology.
Harrison has a particular passion and talent for challenging the way things have “always been” and seeking the
unvarnished truth. Despite being an early adopter of new technology, Harrison is brutally honest with clients and
their expectations regarding “flavor of the day” trends. He insists on clear measurements that are linked directly to
metrics that align to business strategy, and driving behavior-based change to yield measurable financial results.

With contributions from the Media 1 ROP consulting team:
Scott Byers
Jordan McClure
L. Michael Wykes,

Cover and information design by
James Barnes

This work is licensed under the Creative Commons
Attribution-NonCommercial-NoDerivs 3.0 Unported
License. To view a copy of this license, visit
http://creativecommons.org/licenses/by-nc-nd/3.0/ or
send a letter to Creative Commons, 444 Castro Street,
Suite 900, Mountain View, California, 94041, USA.

Please share this eBook freely with leaders, innovators, and champions. Thank you!

Media1 delivers a unique process and technology that engages users, aligning them with strategy, enabling
measurable progress against critical business goals, leveraging customer-specific Human Capital Analytics, and
delivering more than a return on the technology investment.
Media1 delivers a Return on People and empowers the customer to build a more engaged workforce.
www.media1.us
The Case For HR Analytics

4

HR Analytics in Practice

18

14 Thoughts on Analytics for Talent Management

30

10 Best Practices and Benchmarks for HR Shared Services

46

12 Reasons to Upgrade Your HR Analytics Toolset

58

www.media1.us
The Case For HR Analytics
You are reading this because you have already decided that HR Analytics are
critical to your organization. However, you are likely facing the daunting task of
explaining to your organization why they should follow your lead. Often, an outside
perspective goes a long way towards helping you make the case. The following 12
quotes and facts come from a variety of well-respected sources and can be used
to start critical conversations and reinforce key points in your initiatives.

www.media1.us
“The real catalysts for meaningful workforce analytics are
generally not day-to-day operations, nor IT cost savings,
nor academic/theoretical requirements. Rather, they are
often the significant disruptions that occur to businesses,
but not on a schedule.”
Source: Deloitte
Workforce Analytics and Visualization: Practical Approaches, Tools, and Tips

www.media1.us
“Without the appropriate level of analysis and tools, there
can be a continuing wake of destructive activity as
organizations move from one extreme in over-hiring to the
other of recurring layoffs and reductions...”

Source: Human Capital Management Institute
Managing an Organization's Biggest Cost: The Workforce

www.media1.us
HR has not yet reached the level where it can
consistently and quantitatively demonstrate linkage
to value creation, causing many CEOs and CFOs to
view HR skeptically as simply a necessary expense.

Source: SHRM - Human Capital Analytics and Metrics

www.media1.us
Executives who said HR capabilities
are adequate but need to improve.
Source: Deloitte

www.media1.us
Most HR leaders have bought in to HR analytics.
The question is how to allow its use to thrive
throughout the organization.
Source: Cornell University CAHR
The State of HR Analytics

www.media1.us
Many leading companies are slowly evolving their
practice of HR Analytics, using data to model and
predict capabilities.
Source: Cornell University CAHR
The State of HR Analytics

www.media1.us
Only 1 out of 5 business leaders strongly
agree that they trust the reliability and
accuracy of their organizational data.
Source: Cornell University CAHR
The State of HR Analytics

www.media1.us
Even basic headcount reporting practices can be widely
inaccurate.
Source: HCMI via CFO magazine

www.media1.us
Business leaders who feel they
have the support of their senior
leaders for HR Analytics projects
and initiatives.
Source: Cornell University CAHR
The State of HR Analytics

www.media1.us
Business leaders who feel they have
a strong team of analytical talent that
can execute HR Analytics projects.
Source: Cornell University CAHR
The State of HR Analytics

www.media1.us
Top corporate barriers
to using HR Analytics

Source: CIO.com

www.media1.us
HR Reporting and Analytics are part of a journey; you
don’t get from “basics” to “sophisticated” in a single step.
Source: Deloitte
Workforce Analytics and Visualization: Practical
Approaches, Tools, and Tips

www.media1.us
HR Analytics in Practice
Not quite sure where to start with HR Analytics or what you should
expect to get out of it? The following 10 quotes and facts give insight
into how leading companies are using analytics and research on the
returns they are realizing. Some of this data even comes from the CFO
perspective and will be useful when making the case to your financial
stakeholders.

www.media1.us
HR Analytics in Practice

There are 3 types of measurement:

Efficiency
Effectiveness
Predictive
Source: SHRM - Human Capital Analytics and Metrics

www.media1.us
HR Analytics in Practice

How much the typical Fortune 500 company
can net through good Human Capital Analytics.

Source: The Hacket Group

www.media1.us
HR Analytics in Practice

What is the most significant metric in predicting
stock price changes across sectors?

Return on Human Capital Investment

CFO Magazine: Linking Human Capital to Business Performance

www.media1.us
HR Analytics in Practice

A $1 investment in employees
can equal $11 in returns.

These returns aren’t felt just by
HR, but by the entire company.
Source: Sage Employer Solutions
Return on Employee Investment

www.media1.us
HR Analytics in Practice

Human capital metrics are significant in all
sectors, explaining 35% to 65% rate of
change in stock prices, far more than the
average 1% explained by net income.
CFO Magazine:
Linking Human Capital to Business Performance

www.media1.us
HR Analytics in Practice

CFO Magazine:
Linking Human Capital to Business Performance

www.media1.us
HR Analytics in Practice

78% of the leading Human Capital
Performance companies are able to
quantitatively demonstrate the impact
of their top 3 workforces on overall
financial performance.
Source: Accenture
The New Generation of Human Capital Analytics

www.media1.us
HR Analytics in Practice

56% of HR functions report an
increase in using data analytics
compared to 3 years ago.
Source: KPMG
People are the real numbers

www.media1.us
HR Analytics in Practice

36%: Companies using workforce
analytics to identify historical trends.

13%: Companies developing future
scenarios based on this data.

Source: Kronos
Applying Analytics to the Workforce

www.media1.us
HR Analytics in Practice

The most popular investments made
in people to minimize turnover.
Source: Talent Management Magazine
“What to do when turnover turns up.”

www.media1.us
14 Thoughts on Analytics
for Talent Management
HR Analytics are about people—how they engage with your company
and the measurable results that their behavior makes to your
business. Talent Management can utilize good analytics to select the
right people, provide the right training, and show measurable results
to the business. The following 14 thoughts, curated from research
from a variety of studies, address the criticality of talent analytics and
the results that can be shown from a well-selected and engaged
workforce.

www.media1.us
14 Thoughts on Analytics for
Talent Management

More and more leaders recognize
that people—not products—create
sustainable competitive advantage,
but they are unsure about what to do
differently and how to get started.

Source: The Human Capital Institute Stuck In Neutral

www.media1.us
14 Thoughts on Analytics for
Talent Management

The most valuable assets of a 20th-century
company were its production equipment.
The most valuable asset of a 21st-century
institution, whether business or non-business,
will be its knowledge workers and their
productivity.
Source: Peter Drucker

www.media1.us
14 Thoughts on Analytics for
Talent Management

Organizations that invest in
talent management outperform
their competition significantly.
Harvard Business Review 2007
Return on Employee Investment - Sage

www.media1.us
14 Thoughts on Analytics for
Talent Management

According to HP leaders, the most critical
issues in people management are:
• Leadership development and pipeline
• Talent management
• Creating a high-performance culture
• Training and development
Source: Deloitte
Taking HR to the next level

www.media1.us
14 Thoughts on Analytics for
Talent Management

Employees who will determine the length
of their stay during the first 30 days

Aberdeen Group:
Onboarding Benchmark Report, 2006

www.media1.us
14 Thoughts on Analytics for
Talent Management

Aberdeen Group: Onboarding Benchmark Report, 2006

www.media1.us
14 Thoughts on Analytics for
Talent Management

Best Buy stores in which employee
engagement increased by a tenth of a
point (on a 5-point scale) experienced
a $100,000 increase in annual sales.

Return on Employee Investment (Sage):
http://www.youtube.com/watch?v=8lJNzOALdzw&noredirect=1

www.media1.us
14 Thoughts on Analytics for
Talent Management

Return on Employee Investment (Sage):
http://www.youtube.com/watch?v=8lJNzOALdzw&noredirect=1

www.media1.us
14 Thoughts on Analytics for
Talent Management

Public organizations with high employee
engagement had Earnings per Share
growth more than 2.5 times greater than
low engagement companies.

Return on Employee Investment (Sage):
http://www.youtube.com/watch?v=8lJNzOALdzw&noredirect=1

www.media1.us
14 Thoughts on Analytics for
Talent Management

JC Penney stores with high
engagement of employees generated
10% more sales per square foot than
average stores.
Return on Employee Investment (Sage):
http://www.youtube.com/watch?v=8lJNzOALdzw&noredirect=1

www.media1.us
14 Thoughts on Analytics for
Talent Management

MetLife agents hired for a positive
mental mindset outsold more
pessimistic counterparts by 21%
in the first year and by 57% the
following year.
Workforce Magazine, September, 2013
The Power of Positive Thinking

www.media1.us
14 Thoughts on Analytics for
Talent Management

Top performers spend 12% more
on internal talent management.

SSON:
Big Data and Shared Services

www.media1.us
14 Thoughts on Analytics for
Talent Management

72% of senior executives believe
people and talent are critical to
company results.

Deloitte:
Taking HR to the Next Level

www.media1.us
14 Thoughts on Analytics for
Talent Management

Only 27% of companies feel they
have a strong team of analytical
talent who can execute HR Analytics
projects.

Source: Cornell University CAHR
The State of HR Analytics

www.media1.us
10 Best Practices and Benchmarks
for HR Shared Services
HR is defined by both the strategic value it offers and the services it provides to
the business. In order to highlight and reinforce the strategic value, the services
offered must not only meet the needs of the organization, they must be provided
efficiently. HR Shared Services is something that many large companies have
struggled to implement. The following 10 best practices and benchmarks highlight
how the best of the best approach HR Shared Services and how they have
realized results.

www.media1.us
10 Best Practices and Benchmarks
for HR Shared Services

The HR Shared Services best practices model…
• Achieves economies of scale
• Enhances consistency and standardization
across the organization
• Improves quality
• Leverages technology investments
• Manages labor costs

Source: Bersin & Associates
The High-Impact HR Organization

www.media1.us
10 Best Practices and Benchmarks
for HR Shared Services

Companies that adopt an HR Shared Services
model reduce process costs by as much as 80%.
60% of these companies report process savings
of 21%–80%.

Source: The Hacket Group via Business Week Research Services
The New Era for Shared Services
10 Best Practices and Benchmarks
for HR Shared Services

Source: Media 1
2012 Fortune 50 Companies Operating with HR Shared Services
10 Best Practices and Benchmarks
for HR Shared Services

Source: SSON
Big Data and Shared Services
10 Best Practices and Benchmarks
for HR Shared Services

Companies with multi-function global
business service organizations vs.
single-function Shared Services.

Source: SSON
Big Data and Shared Services
10 Best Practices and Benchmarks
for HR Shared Services
Top performers’ activity inside global business
Shared Service organizations

Procurement

Source: SSON
Big Data and Shared Services

Finance
10 Best Practices and Benchmarks
for HR Shared Services

“World-class organizations
spent 13% less on human
resources costs per employee
than their peer groups in 2006.”

The Hacket Group via Business Week Research Services:
The New Era for HR Shared Services
10 Best Practices and Benchmarks
for HR Shared Services

Aberdeen Group:
Building the Case for HR Shared Services
10 Best Practices and Benchmarks
for HR Shared Services

Institute of Management Accountants: Implementing Shared Services Centers
10 Best Practices and Benchmarks
for HR Shared Services

The quality of the workforce ultimately
determines Shared Services success.
Accenture:
Achieving high performance through Shared Services
Lessons from the masters
12 Reasons to Upgrade Your
HR Analytics Toolset
The vast majority of companies that decide to step up their HR analytics efforts
face serious challenges with the amount of effort it takes to collect, store, and
analyze good consolidated data about people. It’s not long before new systems
and tools need to be leveraged. The following 12 curated musings paint a picture
of the current state of analytics technology and what big companies are going to
do about it.

www.media1.us
12 Reasons to Upgrade Your
HR Analytics Toolset

Most organizations’ human capital management
activities are bogged down by spreadsheets and
other methods that take time and increase errors.
Nearly half of all organizations are dissatisfied with
such processes, which require 2/3 of the time just
to extract the data.

Source: Mark Smith via Kronos & Associates
“Applying Analytics to the Workforce”

www.media1.us
12 Reasons to Upgrade Your
HR Analytics Toolset

HR functions with user-friendly client systems are
2X more effective and efficient
than their counterparts.
Source: Bersin & Associates
The High-Impact HR Organization

www.media1.us
12 Reasons to Upgrade Your
HR Analytics Toolset

“The average large company has a core
HR system that is more than 6 years old
with more than 10 different HR applications,
most of which are not even integrated within HR.”

Source: Bersin by Deloitte

www.media1.us
12 Reasons to Upgrade Your
HR Analytics Toolset
Besides core HR management systems, how many systems
are in place for HR processes like recruitment, performance
management, compensation, benefits, and time & attendance?

Source: Forrester Research
HR Market Overview, 2011

www.media1.us
12 Reasons to Upgrade Your
HR Analytics Toolset

Many HR leaders view centralized data as
a critical enabler of advanced analytics.

Source: CAHRS
The State of HR Analytics

www.media1.us
12 Reasons to Upgrade Your
HR Analytics Toolset

HR departments that say adopting new
technologies such as data analytics will be
their main focus in the next 3 years.

Source: KPMG
People Are the Real Numbers

www.media1.us
12 Reasons to Upgrade Your
HR Analytics Toolset

HR functional areas that plan to
implement new technology to
support the use of data analytics.

Source: KPMG
People Are the Real Numbers

www.media1.us
12 Reasons to Upgrade Your
HR Analytics Toolset

Fortune 500 companies that have some kind of
Big Data project on the way.

Source: SSON
Big Data and Shared Services

www.media1.us
12 Reasons to Upgrade Your
HR Analytics Toolset

“New technologies and skills in HR data management
have provided an opportunity for HR functions to
develop new methods of measuring activities and
results, proving out people and HR performance.”

Source: Deloitte
The Top Best Practices for the High-Impact
HR Organization

www.media1.us
12 Reasons to Upgrade Your
HR Analytics Toolset

“Growth in global markets, rapid proliferation of new
technologies, and increasing productivity demands are
transforming the overall business environment.
HR must hustle to keep up with that transformation—or
better, stay one step ahead of it—to ensure alignment with
business needs.”
Source: Deloitte
The Top Best Practices for the High-Impact
HR Organization

www.media1.us
12 Reasons to Upgrade Your
HR Analytics Toolset

“New HR technologies and skills in HR data analysis
have provided an opportunity for HR organizations to
become more data-driven. HR data is now systematically
gathered and analyzed, so that it can be translated into
actionable insights and measures of impact. These
measurement approaches provide clear connections
between the efforts of both the HR function and
individual people in the performance of a company.”
Source: Deloitte
The Top Best Practices for the High-Impact
HR Organization

www.media1.us
12 Reasons to Upgrade Your
HR Analytics Toolset

“Organizations that integrate workforce and
business performance data into analytics tools are
3x as likely to achieve Best-in-Class (top 20%)
performance results as those who do not.”

Source: Aberdeen Group via Kronos
Applying Analytics to the Workforce

www.media1.us
12 Reasons to Upgrade Your
HR Analytics Toolset
For companies understanding that user adoption is the key to
the success of their enterprise technology
investments, Media1 is a transformational firm that goes
beyond training and communication strategies delivered by
consultants and trainers.
Media1 delivers a unique process and technology that
engages users, aligning them with strategy, enabling
measurable progress against critical business goals,
leveraging customer-specific Human Capital Analytics, and
delivering more than a return on the technology investment.
Media1 delivers a Return on People and empowers the
customer to build a more engaged workforce.

www.media1.us
www.media1.us

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58 People Analytics Quotes, Facts, Benchmarks and Best Practices

  • 1. 58 Quotes, Facts, Benchmarks, and Best Practices on People and Analytics For the last 18 months, the consulting team at Media 1 has read tens of thousands of pages of research, presentations, and white papers on analytics as it relates to people and performance. When we came across especially interesting content, we added it to a master list of resources. The following 58 items where curated from that list in the hopes that people will use them in support of creating great places to work. Edited by Harrison Cates Withers III
  • 2. 58 Quotes, Facts, Benchmarks, and Best Practices on People and Analytics edited by Harrison Cates Withers III Copyright © 2013 Media 1. All Rights Reserved. Harrison is the Vice President at Media 1 and a principal business operations consultant. He has over 20 years of experience in the performance improvement space including managing learning and development activities on an international scale. Prior to Joining Media 1 he was the Director of Training and Technology at the Domino’s Pizza chain, giving him the unique perspective of both the business and advisor sides of the equation. He regularly writes on the intersection of people, process, and technology, including in-depth perspectives on metrics and measurement, use of social media in business, knowledge management, and the proliferation of mobile technology. Harrison has a particular passion and talent for challenging the way things have “always been” and seeking the unvarnished truth. Despite being an early adopter of new technology, Harrison is brutally honest with clients and their expectations regarding “flavor of the day” trends. He insists on clear measurements that are linked directly to metrics that align to business strategy, and driving behavior-based change to yield measurable financial results. With contributions from the Media 1 ROP consulting team: Scott Byers Jordan McClure L. Michael Wykes, Cover and information design by James Barnes This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivs 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-nd/3.0/ or send a letter to Creative Commons, 444 Castro Street, Suite 900, Mountain View, California, 94041, USA. Please share this eBook freely with leaders, innovators, and champions. Thank you! Media1 delivers a unique process and technology that engages users, aligning them with strategy, enabling measurable progress against critical business goals, leveraging customer-specific Human Capital Analytics, and delivering more than a return on the technology investment. Media1 delivers a Return on People and empowers the customer to build a more engaged workforce. www.media1.us
  • 3. The Case For HR Analytics 4 HR Analytics in Practice 18 14 Thoughts on Analytics for Talent Management 30 10 Best Practices and Benchmarks for HR Shared Services 46 12 Reasons to Upgrade Your HR Analytics Toolset 58 www.media1.us
  • 4. The Case For HR Analytics
  • 5. You are reading this because you have already decided that HR Analytics are critical to your organization. However, you are likely facing the daunting task of explaining to your organization why they should follow your lead. Often, an outside perspective goes a long way towards helping you make the case. The following 12 quotes and facts come from a variety of well-respected sources and can be used to start critical conversations and reinforce key points in your initiatives. www.media1.us
  • 6. “The real catalysts for meaningful workforce analytics are generally not day-to-day operations, nor IT cost savings, nor academic/theoretical requirements. Rather, they are often the significant disruptions that occur to businesses, but not on a schedule.” Source: Deloitte Workforce Analytics and Visualization: Practical Approaches, Tools, and Tips www.media1.us
  • 7. “Without the appropriate level of analysis and tools, there can be a continuing wake of destructive activity as organizations move from one extreme in over-hiring to the other of recurring layoffs and reductions...” Source: Human Capital Management Institute Managing an Organization's Biggest Cost: The Workforce www.media1.us
  • 8. HR has not yet reached the level where it can consistently and quantitatively demonstrate linkage to value creation, causing many CEOs and CFOs to view HR skeptically as simply a necessary expense. Source: SHRM - Human Capital Analytics and Metrics www.media1.us
  • 9. Executives who said HR capabilities are adequate but need to improve. Source: Deloitte www.media1.us
  • 10. Most HR leaders have bought in to HR analytics. The question is how to allow its use to thrive throughout the organization. Source: Cornell University CAHR The State of HR Analytics www.media1.us
  • 11. Many leading companies are slowly evolving their practice of HR Analytics, using data to model and predict capabilities. Source: Cornell University CAHR The State of HR Analytics www.media1.us
  • 12. Only 1 out of 5 business leaders strongly agree that they trust the reliability and accuracy of their organizational data. Source: Cornell University CAHR The State of HR Analytics www.media1.us
  • 13. Even basic headcount reporting practices can be widely inaccurate. Source: HCMI via CFO magazine www.media1.us
  • 14. Business leaders who feel they have the support of their senior leaders for HR Analytics projects and initiatives. Source: Cornell University CAHR The State of HR Analytics www.media1.us
  • 15. Business leaders who feel they have a strong team of analytical talent that can execute HR Analytics projects. Source: Cornell University CAHR The State of HR Analytics www.media1.us
  • 16. Top corporate barriers to using HR Analytics Source: CIO.com www.media1.us
  • 17. HR Reporting and Analytics are part of a journey; you don’t get from “basics” to “sophisticated” in a single step. Source: Deloitte Workforce Analytics and Visualization: Practical Approaches, Tools, and Tips www.media1.us
  • 18. HR Analytics in Practice
  • 19. Not quite sure where to start with HR Analytics or what you should expect to get out of it? The following 10 quotes and facts give insight into how leading companies are using analytics and research on the returns they are realizing. Some of this data even comes from the CFO perspective and will be useful when making the case to your financial stakeholders. www.media1.us
  • 20. HR Analytics in Practice There are 3 types of measurement: Efficiency Effectiveness Predictive Source: SHRM - Human Capital Analytics and Metrics www.media1.us
  • 21. HR Analytics in Practice How much the typical Fortune 500 company can net through good Human Capital Analytics. Source: The Hacket Group www.media1.us
  • 22. HR Analytics in Practice What is the most significant metric in predicting stock price changes across sectors? Return on Human Capital Investment CFO Magazine: Linking Human Capital to Business Performance www.media1.us
  • 23. HR Analytics in Practice A $1 investment in employees can equal $11 in returns. These returns aren’t felt just by HR, but by the entire company. Source: Sage Employer Solutions Return on Employee Investment www.media1.us
  • 24. HR Analytics in Practice Human capital metrics are significant in all sectors, explaining 35% to 65% rate of change in stock prices, far more than the average 1% explained by net income. CFO Magazine: Linking Human Capital to Business Performance www.media1.us
  • 25. HR Analytics in Practice CFO Magazine: Linking Human Capital to Business Performance www.media1.us
  • 26. HR Analytics in Practice 78% of the leading Human Capital Performance companies are able to quantitatively demonstrate the impact of their top 3 workforces on overall financial performance. Source: Accenture The New Generation of Human Capital Analytics www.media1.us
  • 27. HR Analytics in Practice 56% of HR functions report an increase in using data analytics compared to 3 years ago. Source: KPMG People are the real numbers www.media1.us
  • 28. HR Analytics in Practice 36%: Companies using workforce analytics to identify historical trends. 13%: Companies developing future scenarios based on this data. Source: Kronos Applying Analytics to the Workforce www.media1.us
  • 29. HR Analytics in Practice The most popular investments made in people to minimize turnover. Source: Talent Management Magazine “What to do when turnover turns up.” www.media1.us
  • 30. 14 Thoughts on Analytics for Talent Management
  • 31. HR Analytics are about people—how they engage with your company and the measurable results that their behavior makes to your business. Talent Management can utilize good analytics to select the right people, provide the right training, and show measurable results to the business. The following 14 thoughts, curated from research from a variety of studies, address the criticality of talent analytics and the results that can be shown from a well-selected and engaged workforce. www.media1.us
  • 32. 14 Thoughts on Analytics for Talent Management More and more leaders recognize that people—not products—create sustainable competitive advantage, but they are unsure about what to do differently and how to get started. Source: The Human Capital Institute Stuck In Neutral www.media1.us
  • 33. 14 Thoughts on Analytics for Talent Management The most valuable assets of a 20th-century company were its production equipment. The most valuable asset of a 21st-century institution, whether business or non-business, will be its knowledge workers and their productivity. Source: Peter Drucker www.media1.us
  • 34. 14 Thoughts on Analytics for Talent Management Organizations that invest in talent management outperform their competition significantly. Harvard Business Review 2007 Return on Employee Investment - Sage www.media1.us
  • 35. 14 Thoughts on Analytics for Talent Management According to HP leaders, the most critical issues in people management are: • Leadership development and pipeline • Talent management • Creating a high-performance culture • Training and development Source: Deloitte Taking HR to the next level www.media1.us
  • 36. 14 Thoughts on Analytics for Talent Management Employees who will determine the length of their stay during the first 30 days Aberdeen Group: Onboarding Benchmark Report, 2006 www.media1.us
  • 37. 14 Thoughts on Analytics for Talent Management Aberdeen Group: Onboarding Benchmark Report, 2006 www.media1.us
  • 38. 14 Thoughts on Analytics for Talent Management Best Buy stores in which employee engagement increased by a tenth of a point (on a 5-point scale) experienced a $100,000 increase in annual sales. Return on Employee Investment (Sage): http://www.youtube.com/watch?v=8lJNzOALdzw&noredirect=1 www.media1.us
  • 39. 14 Thoughts on Analytics for Talent Management Return on Employee Investment (Sage): http://www.youtube.com/watch?v=8lJNzOALdzw&noredirect=1 www.media1.us
  • 40. 14 Thoughts on Analytics for Talent Management Public organizations with high employee engagement had Earnings per Share growth more than 2.5 times greater than low engagement companies. Return on Employee Investment (Sage): http://www.youtube.com/watch?v=8lJNzOALdzw&noredirect=1 www.media1.us
  • 41. 14 Thoughts on Analytics for Talent Management JC Penney stores with high engagement of employees generated 10% more sales per square foot than average stores. Return on Employee Investment (Sage): http://www.youtube.com/watch?v=8lJNzOALdzw&noredirect=1 www.media1.us
  • 42. 14 Thoughts on Analytics for Talent Management MetLife agents hired for a positive mental mindset outsold more pessimistic counterparts by 21% in the first year and by 57% the following year. Workforce Magazine, September, 2013 The Power of Positive Thinking www.media1.us
  • 43. 14 Thoughts on Analytics for Talent Management Top performers spend 12% more on internal talent management. SSON: Big Data and Shared Services www.media1.us
  • 44. 14 Thoughts on Analytics for Talent Management 72% of senior executives believe people and talent are critical to company results. Deloitte: Taking HR to the Next Level www.media1.us
  • 45. 14 Thoughts on Analytics for Talent Management Only 27% of companies feel they have a strong team of analytical talent who can execute HR Analytics projects. Source: Cornell University CAHR The State of HR Analytics www.media1.us
  • 46. 10 Best Practices and Benchmarks for HR Shared Services
  • 47. HR is defined by both the strategic value it offers and the services it provides to the business. In order to highlight and reinforce the strategic value, the services offered must not only meet the needs of the organization, they must be provided efficiently. HR Shared Services is something that many large companies have struggled to implement. The following 10 best practices and benchmarks highlight how the best of the best approach HR Shared Services and how they have realized results. www.media1.us
  • 48. 10 Best Practices and Benchmarks for HR Shared Services The HR Shared Services best practices model… • Achieves economies of scale • Enhances consistency and standardization across the organization • Improves quality • Leverages technology investments • Manages labor costs Source: Bersin & Associates The High-Impact HR Organization www.media1.us
  • 49. 10 Best Practices and Benchmarks for HR Shared Services Companies that adopt an HR Shared Services model reduce process costs by as much as 80%. 60% of these companies report process savings of 21%–80%. Source: The Hacket Group via Business Week Research Services The New Era for Shared Services
  • 50. 10 Best Practices and Benchmarks for HR Shared Services Source: Media 1 2012 Fortune 50 Companies Operating with HR Shared Services
  • 51. 10 Best Practices and Benchmarks for HR Shared Services Source: SSON Big Data and Shared Services
  • 52. 10 Best Practices and Benchmarks for HR Shared Services Companies with multi-function global business service organizations vs. single-function Shared Services. Source: SSON Big Data and Shared Services
  • 53. 10 Best Practices and Benchmarks for HR Shared Services Top performers’ activity inside global business Shared Service organizations Procurement Source: SSON Big Data and Shared Services Finance
  • 54. 10 Best Practices and Benchmarks for HR Shared Services “World-class organizations spent 13% less on human resources costs per employee than their peer groups in 2006.” The Hacket Group via Business Week Research Services: The New Era for HR Shared Services
  • 55. 10 Best Practices and Benchmarks for HR Shared Services Aberdeen Group: Building the Case for HR Shared Services
  • 56. 10 Best Practices and Benchmarks for HR Shared Services Institute of Management Accountants: Implementing Shared Services Centers
  • 57. 10 Best Practices and Benchmarks for HR Shared Services The quality of the workforce ultimately determines Shared Services success. Accenture: Achieving high performance through Shared Services Lessons from the masters
  • 58. 12 Reasons to Upgrade Your HR Analytics Toolset
  • 59. The vast majority of companies that decide to step up their HR analytics efforts face serious challenges with the amount of effort it takes to collect, store, and analyze good consolidated data about people. It’s not long before new systems and tools need to be leveraged. The following 12 curated musings paint a picture of the current state of analytics technology and what big companies are going to do about it. www.media1.us
  • 60. 12 Reasons to Upgrade Your HR Analytics Toolset Most organizations’ human capital management activities are bogged down by spreadsheets and other methods that take time and increase errors. Nearly half of all organizations are dissatisfied with such processes, which require 2/3 of the time just to extract the data. Source: Mark Smith via Kronos & Associates “Applying Analytics to the Workforce” www.media1.us
  • 61. 12 Reasons to Upgrade Your HR Analytics Toolset HR functions with user-friendly client systems are 2X more effective and efficient than their counterparts. Source: Bersin & Associates The High-Impact HR Organization www.media1.us
  • 62. 12 Reasons to Upgrade Your HR Analytics Toolset “The average large company has a core HR system that is more than 6 years old with more than 10 different HR applications, most of which are not even integrated within HR.” Source: Bersin by Deloitte www.media1.us
  • 63. 12 Reasons to Upgrade Your HR Analytics Toolset Besides core HR management systems, how many systems are in place for HR processes like recruitment, performance management, compensation, benefits, and time & attendance? Source: Forrester Research HR Market Overview, 2011 www.media1.us
  • 64. 12 Reasons to Upgrade Your HR Analytics Toolset Many HR leaders view centralized data as a critical enabler of advanced analytics. Source: CAHRS The State of HR Analytics www.media1.us
  • 65. 12 Reasons to Upgrade Your HR Analytics Toolset HR departments that say adopting new technologies such as data analytics will be their main focus in the next 3 years. Source: KPMG People Are the Real Numbers www.media1.us
  • 66. 12 Reasons to Upgrade Your HR Analytics Toolset HR functional areas that plan to implement new technology to support the use of data analytics. Source: KPMG People Are the Real Numbers www.media1.us
  • 67. 12 Reasons to Upgrade Your HR Analytics Toolset Fortune 500 companies that have some kind of Big Data project on the way. Source: SSON Big Data and Shared Services www.media1.us
  • 68. 12 Reasons to Upgrade Your HR Analytics Toolset “New technologies and skills in HR data management have provided an opportunity for HR functions to develop new methods of measuring activities and results, proving out people and HR performance.” Source: Deloitte The Top Best Practices for the High-Impact HR Organization www.media1.us
  • 69. 12 Reasons to Upgrade Your HR Analytics Toolset “Growth in global markets, rapid proliferation of new technologies, and increasing productivity demands are transforming the overall business environment. HR must hustle to keep up with that transformation—or better, stay one step ahead of it—to ensure alignment with business needs.” Source: Deloitte The Top Best Practices for the High-Impact HR Organization www.media1.us
  • 70. 12 Reasons to Upgrade Your HR Analytics Toolset “New HR technologies and skills in HR data analysis have provided an opportunity for HR organizations to become more data-driven. HR data is now systematically gathered and analyzed, so that it can be translated into actionable insights and measures of impact. These measurement approaches provide clear connections between the efforts of both the HR function and individual people in the performance of a company.” Source: Deloitte The Top Best Practices for the High-Impact HR Organization www.media1.us
  • 71. 12 Reasons to Upgrade Your HR Analytics Toolset “Organizations that integrate workforce and business performance data into analytics tools are 3x as likely to achieve Best-in-Class (top 20%) performance results as those who do not.” Source: Aberdeen Group via Kronos Applying Analytics to the Workforce www.media1.us
  • 72. 12 Reasons to Upgrade Your HR Analytics Toolset For companies understanding that user adoption is the key to the success of their enterprise technology investments, Media1 is a transformational firm that goes beyond training and communication strategies delivered by consultants and trainers. Media1 delivers a unique process and technology that engages users, aligning them with strategy, enabling measurable progress against critical business goals, leveraging customer-specific Human Capital Analytics, and delivering more than a return on the technology investment. Media1 delivers a Return on People and empowers the customer to build a more engaged workforce. www.media1.us