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TALENT ANALYTICS FOR LEADERS – DISTILLING THE KEY ACTIONABLE INSIGHTS

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Analytics are vital to talent leaders because they drive change and performance. We're creating a series of views to present the maximum amount of actionable insights with the smallest amount of measures. Why? Talent Managers can easily get buried by a sea of talent analytics. Also, it takes time and money to build systems and tools to create actionable insights. This study is about creating a good practice dashboard of the most useful insights 'instantly'. Business Intelligence tools vary in their usefulness.

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TALENT ANALYTICS FOR LEADERS – DISTILLING THE KEY ACTIONABLE INSIGHTS

  1. 1. TALENT ANALYTICS FOR LEADERS – DISTILLING THE KEY ACTIONABLE INSIGHTS www.workspend.com Workspend (www.workspend.com) is conducting a study of blue chip Talent Leaders to qualify their requirements for ‘actionable Insights’ - the 3 key perspectives on performance that every talent leader should know. This is what we’ve learnt so far. What’s your opinion? 1. Sourcing It’s about measuring the short, medium and long-term effectiveness of talent sourcing approaches; questioning whether the current model/approach is a good way, the best way or neither. • Minimize the time taken to find the best talent and the best rate in the right place at the right time • Minimize the cost of talent (including departmental overhead and sourcing costs) • Minimize risk of litigation to the enterprise resulting from how talent is sourced and managed • Maximize productivity (i.e. the return per capita) of talent • Maximize learning of what works when it comes to talent provisioning to drive improvement 2. Candidate Fit It’s about measuring the short, medium and long-term effectiveness of talent sourcing approaches; questioning whether the current model/approach is a good way, the best way or neither. • Maximize quality of talent – its potential to make effective contributions to operational performance and bring game-changing value to the enterprise beyond the anticipated role deliverables • Maximize the ‘happiness’ of talent – to create a positive working environment and give something back to the communities served by the enterprise 3. Workforce Effectiveness It’s about measuring the impact that the talent capability has on the enterprise, whether it has reached an optimal level, or whether the way the organization thinks and acts is prohibiting the enterprise from growing in a way that it could if alternative strategies/approaches were adopted. • Maximize profit per head (minimize spend on talent) • Minimize unbudgeted spend on talent • Maximize derived value from third party partnerships JOB OUTCOMES What do you think? Let us know. Take the Survey at http://www.surveymonkey.com/s/JMRWSH9

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