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Moving From Lagging to Leading-Jacobs

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Moving From Lagging to Leading-Jacobs

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Moving From Lagging to Leading-Jacobs

  1. 1. Moving From Lagging to Leading Creating Risk Meters to Enhance Talent Management & Talent Acquisition
  2. 2. Gail Jacobs is currently the Senior Director of Talent Acquisition and HR Operations at RMS. In this role, she manages the recruiting, global mobility, HRIS, and reporting analytics functions for the company. Gail earned an MS in Industrial and Labor Relations from the University of Rhode Island, and an MA in Social Relations and a BA in Government from Lehigh University. Shu Miao is currently a second year master student at ILR School of Cornell University and works part time as a Data Analyst at RMS. In this position, she focuses on employee-related data and predicts employee’s flight risk. Shu received her B.A. in HR and Finance in China and worked as an HR generalist for three years.
  3. 3. Current Business Questions Can high performance factors guide us in Talent Acquisition? Entering Employees What factors are related to high performance? Current employees Who is at risk of leaving? Why is our talent leaving? Exiting Employees
  4. 4. Defining our Flight Risk Model The availability of alternative jobsPull Risk Factors The attractiveness of current jobPush Risk Factors
  5. 5. Defining our Flight Risk Model Measure the probability of leaving for each individual, and monitor talent’s flight risk Individual Predictions Measure groups’ survival pattern and the factors related to group Group Predictions
  6. 6. Individual Predictions
  7. 7. Individual predictions Examples - Individual factors in Measuring Flight Risk • Compa-ratio • Performance rating • Tenure • Career progression
  8. 8. Individual predictions Employee Compa-ratio Performance Tenure … Flight Risk A 89% 3 2.7 61% B 110% 5 5.3 38% C
  9. 9. Individual predictions
  10. 10. Individual predictions
  11. 11. Individual predictions
  12. 12. Group Predictions
  13. 13. Group predictions Group factors in Measuring Flight Risk • Compa-Ratio • Tenure • Department Manager • Hiring Source
  14. 14. Group predictions
  15. 15. Using the Data
  16. 16. How You Can Use the Data? • Talent Acquisition • Proactively pipeline candidates and focus on best sources • Assess and hire new talent against current successful employees • Talent Management • Understand where employee or org changes might need to happen • Move talent internally for better organizational performance and potential better retention • Learning and Development • Target training for key talent or critical roles • Develop training for employees or groups • Comp and Benefits • Understand potential gaps in pay to the market • Better match company roles to the market Analytics can help develop a comprehensive People Strategy
  17. 17. Gail Jacobs Senior Director, Talent Acquisition and HR Operations Gail.Jacobs@rms.com Shu Miao Data Analyst Shu.Miao@rms.com Questions?

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