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The Evolution of HR: Embrace an Analytics Mindset to Unlock HR’s Potential

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Highlights:

• Approaches for developing an analytics mindset and a culture of curiosity about talent
• The art of interpreting and visualizing analytics outcomes
• How to craft a compelling story to drive change, starting with where you are today and how to achieve the talent future state

Published in: Technology

The Evolution of HR: Embrace an Analytics Mindset to Unlock HR’s Potential

  1. 1. Human Capital Institute #HCIchat The Evolution of HR: Embrace an Analytics Mindset to Unlock HR’s Potential
  2. 2. Human Capital Institute #HCIchat Today’s Moderator /company/human-capital-institute-hci @Human_Capital/humancapital Holly Pennebaker Digital Content Program Manager Human Capital Institute @hpennebaker /in/hollypennebaker
  3. 3. Human Capital Institute #HCIchat 2017 Events May 16-17, 2017 Chicago, IL June 26-28, 2017 Boston, MA July 24-26, 2017 San Francisco, CA September 18-20, 2017 Chicago, IL October 24-26, 2017 Scottsdale, AZ
  4. 4. Human Capital Institute #HCIchat Thank You www.cornerstoneondemand.com
  5. 5. Human Capital Institute #HCIchat Interact With Us This presentation contains polls. To participate please use the polling widget to the side of the player. If you do not see the widget, open a new tab in your browser and visit pollev.com/hciwebcasts
  6. 6. Human Capital Institute #HCIchat Get Credit
  7. 7. Human Capital Institute #HCIchat Today’s Featured Speaker Jennifer Burnett, Ph.D. Principal Consultant, Talent Analytics Cornerstone OnDemand
  8. 8. Jennifer Burnett, Ph.D. | Analytics Thought Leadership & Advisory Services The Evolution of HR: Embrace an Analytics Mindset to Unlock HR’s Potential
  9. 9. 9 “ If HR used the analytics technology that is available today, they wouldn’t be asking for a seat a the table, they would own the table. ”Dr. Jac Fitz-enz, the ‘father’ of Human Strategic Analytical Measurement, Stamford Global (2013)
  10. 10. 10 Key Area of Focus for CEOs 68% of CEOs believe data & analytics provides insight into what their stakeholders want Data Analytics Analytics Matters... 76% of CEOs say a skilled, educated and adaptable workforce should be a priority for business Talent Strategies Source: PwC’s 19th Annual Global CEO Survey Talent
  11. 11. 11 35% say their analytics capabilities are under ‘active development’ Source: Deloitte’s 2015 Global Human Capital Trends Yet HR’s ability to deliver has not progressed quickly enough… 69% say their analytics capabilities are ‘weak’ HR leaders report:
  12. 12. HR Still Not Seen as Data-Driven, Strategic Leaders 12 CEOs View of HR’s Readiness Data Oriented CHROs In Demand 22% 28% 30% 31% 31% 32% 37% 37% 40% 41% Talent analytics Workforce capabilities HR technologies Performance management Leadership gaps Reskilling HR Talent acquisition Diversity & inclusion Learning & development Culture & engagement 69 78 70 31 33 34 What CHROs Do What CHROs Should Do Use an accurate and complete view of workforce costs to evaluate decisions Talk about human capital in business terms Use data and analytics to help make workforce decisions Deloitte, Global Human Capital Trends Study, 2015 Harvard Business Review, the Changing Role of the CHRO, 2015
  13. 13. 13 What is holding HR back? Fundamental barriers…  I don’t have access to the data  The data is not clean, reliable  I don’t have the right analytics tools/technology  I don’t have access to people with analytics expertise Progression barriers…  I don’t know what problem we are solving  I’m unclear on what results are the most important  I am not sure how to communicate the outcomes to business leaders
  14. 14. HR Evolution thru Data & Analytics 14 Embrace a Mindset of Curiosity Apply Art & Science to Interpret Results Craft a Compelling Story for Change 1 2 3
  15. 15. Embrace a Mindset of Curiosity
  16. 16. 16 When You Woke Up Today Did You Want to Know…
  17. 17. Did You Seek Information Today About… 17
  18. 18. A Shift… 18
  19. 19. A Shift… 19
  20. 20. What is Curiosity 20 Inquisitiveness Searching Understand Search for knowledge Meddling Eagerness Intrusiveness Intense desire to know Interest Asking questions Investigation
  21. 21. In our organization, HR leaders want to use talent analytics to investigate & understand how to 1. Improve the efficiency of HR processes 2. Identify key talent indicators that are linked to business outcomes 3. Determine potential future talent challenges 4. Develop a more deliberate HR strategy 5. Address specific current HR priorities (eg. attrition, recruiting, succession) What are you curious about? 21 Polling Question 1
  22. 22. In our organization, business leaders want to use talent analytics to investigate & understand how to 1. Improve the efficiency of HR processes 2. Identify key talent indicators that are linked to business outcomes 3. Determine potential future talent challenges 4. Develop a more deliberate HR strategy 5. Address specific current HR priorities (eg. attrition, recruiting, succession) What are your business leaders curious about? 22 Polling Question 2
  23. 23. Extend well-delivered analytics capabilities in non-HR units to HR Saw a general growing interest and did not want to fall behind the competition Talent attraction & retention purposes Develop more deliberate HR strategy Analyze possible future challenges Analyze key indicators' effect on business outcomes Increase efficiency of HR processes 11% 16% 30% 46% 51% 59% 73% HR for HR Still Strongest Driver of Analytics 23The State of Workforce Analytics in Europe, Workforce Analytics Summit, 2015
  24. 24. • Listen to what business leaders say they need to succeed • Understand their talent challenges from a business perspective • Search for information and seek to gain knowledge • Anticipate questions and issues by being on the frontline of the business Developing a Culture of Curiosity in HR 24
  25. 25. Embrace a Mindset of Curiosity 25 • What don’t you know today that you need to know to be a successful talent advisor? • What questions do you get from your clients that you don’t have an answer to or solution for? • Are there assumptions about the workforce that we have not confirmed, but are driving our priorities? What if we knew ___________ ?
  26. 26. The Art & Science of Interpretation
  27. 27. 27 Interpretation is in the eye of the beholder One result, many conclusions influenced by…  Experience  History  Goals  Biases  Other factors….
  28. 28. 28 The Science:  Understand the data  Clarify the assumptions about the data  Understand the basics of the analysis / approach  Explore the data  Confirm the analytical approach
  29. 29. 29 The Art:  Consider alternative explanations  Address existing biases  Question and challenge the conclusions  Determine if something more needs to be explored  Remove distractors
  30. 30. Are you currently using a data visualization tool/application to present results of talent reporting and analysis? 1. Yes, we use data visualization extensively to present talent data 2. Yes, we have a data viz tool, but are just starting to use it 3. No, we do not use data viz tools now, but are considering it 4. No, we don’t use data viz tools and are not planning to 5. What is data visualization? Visualizing data results 30 Polling Question 3
  31. 31. Visualization Enables Interpretation 31 “Data visualizations can support understanding by changing raw data into patterns and trends that the brain can understand more quickly.” Source: SciDev.net 2016
  32. 32. Visualization Encourages Engagement with Results 32 Visualizing the data in a meaningful way allows the audience to engage with the results and encourages interaction and dialogue.
  33. 33. 33 Art and science together complete the whole picture
  34. 34. Craft a Compelling Story for Change
  35. 35. Know your audience, know your goal 35 Who? What? Why? Believe Decide Act
  36. 36. What’s wrong with this picture? 36
  37. 37. What’s In a Story?
  38. 38. S Set Up T Trigger O Obstacle R Resolution Y Your Take Away
  39. 39. S = The Set Up
  40. 40. T = Their Trigger
  41. 41. O = The Obstacle
  42. 42. R = The Resolution
  43. 43. Y = Your Take-Away If You Want Your Best Employees to be Around in the Future… Give Them One.
  44. 44. Who are the Storytellers? 46
  45. 45. Takeaways 47 Embrace a mindset of curiosity • Listen, understand and search for information from business leaders • Anticipate talent needs by being inquisitive about the business challenges • Become comfortable not knowing all the answers Apply science and art to interpret results • Start with the science, enhance with an artful approach • Recognize the ‘facts’ are influenced by many factors • Fine tune that ‘lens’ by presenting / visualizing the data in clear and meaningful ways Craft a compelling story for change • Start with the goal in mind to get others to believe, decide or take action • Use data to support the S.T.O.R.Y. • Different parts of the story may need different story tellers
  46. 46. Questions?
  47. 47. Human Capital Institute #HCIchat Thank You Visit us on the web for access to more exclusive content www.hci.org Webcasts Podcasts Articles White Papers Research Blogs Conferences Classes

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