Big Data in HR: The Opportunity

Big Trends in Talent, HR
Measurement and BigData
The Convergence of HR Measurement and BigData is Here

Josh Bersin
President and CEO
March, 2012

Copyright © 2012 Bersin & Associates. All rights reserved.

Bersin & Associates
 Who We Are
• Bersin & Associates is the leading global provider of best-practices,
trends, and benchmarking research in talent management, learning,
and strategic HR.
• 60% of the Fortune 100 are Bersin & Associates research
members, with more than 17.5 million employees managed by HR
teams using Bersin Research.
Human
Resources
 Broad Research Practices
- Human Resources
- Leadership Development Leadership
- Learning & Development Development
- Talent Acquisition
- Talent Management
Learning &
Development
 Offerings
• WhatWorks® Membership: Research, Tools, Education, Talent
Consulting
Acquisition
• IMPACT: The industry’s premiere conference on the
Business of Talent
• BersinBasics®: Fundamentals of Talent Management for Talent
Business Professionals at All Levels Management

Copyright © 2012 Bersin & Associates. All rights reserved. Page 2

Research for this Presentation

 2012 Corporate Learning
Factbook®

 2012 High-Impact Learning
Organization®
(Not yet released)

 The Training Measurement
Book


Agenda

 Today’s business priorities
 The state of learning measurement
 Challenges we face
 The BigData Opportunity
 Developing a Talent Analytics Function


2012 Business Environment
Globalization, Innovation, Cost Containment

What Are Your Organization’s Top Business Challenges for 2012?

Reduce Operating Expenses

35% of organizations see the need to
Expansion into New Markets
+60% Increase

accelerate growth and globalize – +10% Increase
Launch new Products and Services
the
highest level in four years…. yet…
Need to Accelerate Innovation

Change Business Strategy

51% struggle to hire the right talent,
Acquisitions or Mergers

despite high unemployment…
New top management team

Global expansion +70% Increase

0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
© Bersin & Associates, Corporate TalentWatch®
Research, Senior HR and Business Executives, ■ Dec. 2011 ■ May 2011
1/2010


Global Talent Deficit India Graduates Millions, but
Too Few Are Fit to Hire
75% of technical graduates and 85%
The Cultural Revolution of general graduates in India are
created a “missing unemployable by India’s high-growth
generation” of talent between industries, including IT and call
40-55, so expatriates fill most centers.
jobs at the top

Regional Leadership

Young workers flooding the
marketplace, yet most have BofA’s retail wealth management
inferior preparation, Country Leadership
arm, Merrill Lynch, plans to hire
language skills, and technical 2,400 trainees in 2011, a 50 percent
skills. increase over last year.
Middle Management

Entry Level
“We are entering the era of
China unparalleled talent scarcity, which
will put a brake on economic growth
around the world, and will
fundamentally change the way
we approach workforce challenges.”


The Ill-Prepared Workforce
 Only 32% of college graduates
have “excellent” skills to enter
the workforce
 Only 16% of high school
graduates have such skills.
Missing are:
• Professionalism/work ethic

• Creativity and Innovation

• Lifelong learning/self-direction

• Critical thinking/problem solving

 Only 18% of workforce training
programs raise skills from
“deficient” to “adequate”


Increasing Specialization
 Expertise drives competitive
Top
advantage Management

 Specialization improves Senior
quality and reduces cost Management
The
 Deep skills developed Experts Middle
Management
through “deliberate practice”
and reinforcement Senior Specialists
First Line
Management
 Deep skills come from a range
Functional Specialists / Front-Line Employees
of developmental experiences
 We need career development Back Office, Operational, Contingent Employees
in all critical job roles

High Performing Organizations Understand This


Talent Development:
A Large and Growing Investment
US Corporate Training
Spending: $67 Billion
Worldwide: $145 Billion

Source: 2012 Bersin & Associates Corporate Learning Factbook®


Agenda



Talent Development Takes Place
Everywhere
Customer
Executive Education
Education
Operational
Training Leadership
(Process, Development
Onboarding Procedures,
(Mid-level and Senior Sales
Systems)
New Hire
Leadership Development) Training
Training Development
Planning
Channel
Functional & Management & Training
New Technical Supervisory
Training Training
Career
Product Development,
Training Coaching On-the
Job
Re-skilling
Retraining Support


Two Types of Learning Programs
Performance-Driven Talent-Driven
Learning Learning
Business Drivers Business performance in operational Talent and leadership gaps, skills shortages,
functions and roles engagement, and culture
Goal Develop individual capabilities and fill Develop organizational capabilities driven
performance gaps by competency, not performance
Examples Sales training, customer service, field Leadership development, onboarding,
service certification career development, career transition
Program By job within a function For all or many jobs within a function
Organization
Timeline Months or shorter Quarter or Years

Complexity Functional or Departmental Enterprise-wide

Integrated With Product rollout, new service launches, Performance management, succession
geographic expansion management
Challenges Performance consulting, program design, Resource allocation, patience, job
manager engagement alignment, HR generalist support
How to measure Business measures: sales, quality, Engagement, retention, employee
success customer satisfaction, cost reduction, performance, talent mobility and agility
speed of response


Today’s Continuous Learning Model

Expert Continuous Learning
Career Communities
Curriculum of Practice Social
Coaching Networking
Mentoring

E-learning Mobile
courses Learning
Training
Event
Job
Aids

Novice Traditional Training
Time


Bersin & Associates Enterprise Learning Framework®

Leadership Career Customer Project and Customer
Learning Development Development
Onboarding
Service Process Education Systems

Channel
Programs
Organization, Governance, and Management
Technical Product
Management Compliance Sales Training IT Skills
Professional Knowledge

Audiences & Jobs Roles Competencies Proficiencies Preferences Demographics Geographies Business Problems
Environment

Informal

Learning Architecture
Approaches

Formal On-Demand Social Embedded
Instructor Led Training E-Learning Wikis, Blogs, Forums Performance Support
Virtual Classroom Search Expert Directories Feedback
Games Books, Articles Social Networks Rotational Assignments
Simulations Videos Communities of Practice After Action Reviews
Testing & Evaluation Podcasts Conferences &Colloquium Quality Circles
E-Learning Learning/Knowledge Portals Coaching & Mentoring Development Planning

Performance Information Content Change Measurement &
Consulting Architecture Development Management Evaluation
Disciplines Instructional Knowledge Program Community Business
Designs Management Management Management Intelligence

Tools & LMS, LCMS
Learning Portals
Content
Development
Collaboration
Rich
Media
Assessment Performance
Support
Reporting and
Analytics
Talent Mgt. Content Social Search, Virtual Measurement
Technology Systems Management Networking
Mobile
Tagging Classroom Sustems

Executive Development Performance and Innovation Employee
Support Planning Talent Management Programs Feedback
Culture Learning integrated Knowledge Customer Mentoring and Learning from
With Business Planning Sharing Listening Knowledge Sharing Mistakes


Impact Measurement Framework ®

© Bersin & Associates – Adapted for Informal Learning Environments

1
Satisfaction 2 Learning
3 4 5 6 7
Adoption Utility Efficiency Alignment Attainment

Did you reach the How well do programs How efficient and How well were How well did you
desired audience? solve the workforce’s cost-effective program business meet specifically
Did they complete or particular problems? How did it compare priorities defined? defined client
How well did it align
comply as desired? to other similar programs How well did business (business user
to the specific job-related
Who did not comply or competitive programs? units buy off on the or customer) objectives?
problems and issues?
and why? Would learners recommend How well did it use value of this program These may be
this program to their peers? learner’s time? relative to revenue, time to
other investments? market, compliance,
time to complete, etc.

10 Contribution 11 Feedback

12 Activity

8 Individual Performance 9 Organizational Performance


GE: Impact Measurement at Work
Satisfaction
Survey Satisfaction with Satisfaction
Total Survey Response with content and with Individual
Name Date Format Platform Attended Responses Rate Speaker(s) delivery Logistics Learning Utility Alignment Performance

Corporate
Dollarization - Aircraft 1/ 12/ 2009 Classroom Finance 17 4 24% 75% 63% n/ a n/ a 75% n/ a n/ a
Charlevoix Sales Leader Training
including Dollarization 4/ 6/ 2009-4/ 9/ 2009 Classroom Canada 43 17 40% n/ a 76% n/ a n/ a 84% n/ a n/ a

Customer Focused Selling 7/ 8/ 09-7/ 9/ 09 Classroom Capital 11 5 45% 100% 100% 100% 100% 92% 90% 100%

Sales Presentation Skills 7/ 27/ 09 - 7/ 28/ 09 Classroom Fleet 10 2 20% 100% 100% 100% 100% 100% 100% 75%

Financial Statement Analysis - Fleet 7/ 29/ 09-7/ 30/ 09 Classroom Fleet 11 5 45% 20% 20% 60% 45% 44% 50% 35%
Socratic Selling 8/ 10/ 09-8/ 11/ 09 Classroom MX + LATAM 9 0 0% n/ a n/ a n/ a n/ a n/ a n/ a n/ a
Corporate
Results Coaching 8/ 25/ 2009 Classroom Finance 8 4 50% 95% 100% 50% 81% 95% 100% 88%
Corporate
Potter Third Level Selling 8/ 25/ 09 - 8/ 26/ 09 Classroom Finance 17 9 53% 91% 72% 78% 78% 84% 83% 78%

Corporate
Results Coaching 9/ 1/ 2009 Classroom Finance 11 6 55% 83% 75% 50% 67% 77% 92% 67%

Customer Focused Selling 9/ 1/ 09-9/ 2/ 09 Classroom MX + LATAM 13 4 31% 100% 100% 100% 94% 100% 100% 94%

Equity/ BLG/ Cor
Potter Third Level Selling 9/ 1/ 09 - 9/ 2/ 09 Classroom porate Finance 22 10 45% 95% 100% 90% 93% 92% 90% 85%
Situational Sales Negotiation Skills 9/ 8/ 09 - 9/ 9/ 09 Classroom LATAM 15 5 33% 100% 100% 100% 95% 100% 100% 90%

Precall Planning Workshop w/ Jeff Fox 9/ 17/ 2009 Classroom Canada 47 28 60% 43% 57%
Dollarization 9/ 22/ 2009 Classroom MX + LATAM 23 8 35% 94% 81% 88% 81% 80% 88% 91%
Corporate
Mindset of the CEO 9/ 22/ 09 - 9/ 23/ 09 Classroom Finance 30 8 27% 94% 81% 88% 78% 88% 88% 81%

Rating Scale:
High Performing = >80%
Average Performing = 50-79%
Low Performing = <49%


Impact is Defined by the Problem


Organizations Measure what Matters
High-Impact HR Organization Research

Transformational
/ Innovation Legend
3. LD via 7.Strategic
Simulations/Non- Sourcing &
HR Program Impact Driver

exempt P4P Web 2.0 1. Aramark
2. BCBS of MA
2. WFP, Acquire 5. WFP /
Strategic 1. LD KSAs; 3. Convergys
/ Grow Critical Analytics Measurement 7. L&D
Talent 4. Honeywell
5. Lubrizol
8. LD, PM, 9. Targeted 6. Lyondell
Engagement TA & LD 7. Novo Nordisk
7. Data 8. Spherion
Effectiveness 6. Management Warehousing 9. The Shaw Group
Communications / & Reporting
Development

4. HR Restructure /
Segmented planning,
Shared Services acquisition & growth for critical
Efficiency Model/ Self Service talent; driving effective leaders
& performance; and building
measurement platforms are
key priorities for organizations
across business condition
Major Cost scenarios
Reduction
Distress Below Stable Some High
Expectations Growth Growth

Business Conditions

L&D Measurement Maturity Model
Building a High-Impact Learning Organization®

•
Integrated •
Learning and talent practices integrated
Segmentation and critical talent needs clear
Talent • Executive support on an ongoing basis
• Talent and leadership measures adopted
Strategies • Talent segmentation, risk, predictive

Business • Learning and expertise a business measure
• Strong business leader support for L&D
Business Alignment

Integrated • LMS evolved into total learning environment
• Performance consulting well developed
L&D Function • Measure against the business plan

• Learning governance, Federated Model
Enterprise • Standard procedures, processes, tools
• Enterprise learning plan
Learning • Enterprise learning architecture
Strategy •
•
Programs aligned to key business initiatives
Consistent measurement program

Improve • Shared learning technology infrastructure
• Measure basics (level 1, utilization)
Efficiency & • Eliminate/reduce redundancy
• Consolidate vendor contracts
Utilization • Measure delivery efficiency and effectiveness

HR and Talent Management Integration


Talent Management Roadmap
Recognized for developing
Leadership Individual Development best-in-class leadership Vision
Plans institutionalized
Development Leadership assessments Desired Future State
and curriculum in for EMT & SLT
place for senior
and mid-level leadership
Leadership competency
framework defined Training opportunities Fully integrated and aligned
reviewed and executed Viewed as HR function drives and
and communicated
against on a regular basis destination employer supports business strategy
in primary markets
Manager curriculum
enhancements finalized Recognized as a Wave 4:
Robust Individual high performance, Long-Term
Development Plans in results-oriented
Continual improvement 2009+
place for 100% of staff organization Career Paths
against TA metrics, including
offer-to-accept ratio developed for
Employee and all business areas
Manager
Development Talent Acquisition Cross-evaluations
metrics defined reinstituted
Create and implement Wave 3:
and implemented
job rotation program
Employment Value Mid-term
(to include cross
Proposition (EVP) business-area rotations) < Dec 2008
defined and communicated
All managers HR processes consistently
complete training executed across business
Talent Acquisition functional on delivering effective areas with 100% compliance
analysis completed performance discussions

Talent Talent Review objectives Wave 2:
and desired outcomes Short-term
Acquisition
re-communicated to
< June 2008
Process defined to tightly BUs and HR community
link organization,
HR service level
BU and individual goals Gather structured agreements defined
input from talent
review executors and participants
Wave 1:
Current State Performance Succession HR Service Near-term:
Management Planning Delivery Model < Dec 2007


Agenda



Learning Impact Measurement:
The #1 Challenge Facing L&D
What is Your Greatest Challenge In L&D?

Improve ability to evaluate impact 37%

Improve business alignment 35%

Gain additional resources 28%

Integrate with Talent Management 26%

Improve Informal Learning methods 25%

Implement LMS or other technology 22%

0% 5% 10% 15% 20% 25% 30% 35% 40%
Source: Bersin & Associates 2012
High-Impact Learning Organization® (HILO)


Talent Development is Not Measured
What does your organization rigorously measure?
Employee sat/engagement 63%

Performance ratings 52%

Retention, turnover 48%

HIPOs and HIPO pipeline 45%

% of employees w devt. Plans 37%

Readiness for job 31%

Internal hire percent 30%

Diversity of the workforce 27%

Level of expertise 27%

Source: Bersin & Associates 2012
High-Impact Learning Organization® (HILO)


Learning Technology Strategy

Many Organizations Do Not have a Learning
Technology Plan
50%
46%
45%

40%

35%
30%
30%

25%

20%
16%
15%

10% 9%
5%

0%

Clear with Mature Roadmap
Developing with some Maturity Starting None


Weakness in HR Systems Solutions
 How would you rate your LMS’s ability to obtain the information you
need to measure training programs?
3% Excellent 17% Good 63% Fair or Poor

 How would you rate your Talent Management system’s ability to
deliver the talent measures you need?


 How would you rate your HRIS systems ability to deliver the
measures you need?



Lack of L&D Business Plans
Do you have a business plan for L&D which specifies budgets and targets?

Fewer than half of
Yes, 40% L&D organizations have
a written business plan

Not sure, 6%

No, 54%

© Bersin & Associates, High Impact Learning Organizatino® 2012


State of HR and L&D Measurement
Only 13% of Organizations Have Strong Measurement Support in Place

Strong belief in
measurement with Strong belief in
resources and measurement but not
executive enough resources, 37.7%
support, 10.4%

World class program
for measuring learning
and talent, 2.8%

No real plan for learning
and talent
measurement, 12.3% The biggest factor
which drives this
Belief in measurement is “do you have a
but no plan in written business plan
place, 36.8% for learning”.
26% vs. 5% strong.
© Bersin & Associates
290 Organizations, February, 2011


Our HILO Research Shows:
Three Things Matter

Business and Organizational Impact

Program (solution) Effectiveness

Alignment Efficiency

How well you align investments, How well you design, build, deliver,
programs, people, and focus and manage L&D programs so they
toward the organization’s strategic, reach the audience in an effective way
current, local, and urgent needs for the minimum cost


The Trap of Measuring ROI
 Companies that try to measure and promote the
ROI of their L&D investments do themselves a
great disservice
 The concept of “ROI” assumes that the spending
is a discretionary investment which will directly
pay for itself in a few years
 By promoting ROI measurement you vastly
under-represent the value of training
 Highly aligned organizations only measure ROI
occasionally, and only to help them improve
particular program elements
 Has anyone ever asked you to compute the ROI
of your email system?


Agenda



BigData in US Business
14 Exabytes of Data in US
6 billion photos uploaded to Corporations (1 Exabyte is
Facebook every month 40,000X the library of congress)

YouTube uploads more content
each day than all networks combined

We are at an inflexion point:
Organizations
US Businesses will be short
140,000-190,000 analytic positions
whichyears to leverage big data will far
in the next three
learn
1.5 million more data-savvy
outperform those who do needed to leverage
managers not.
big
- McKinsey data in the United States


BigData


Data Analysis Skills Important to HR
Top HR Skills | Capabilities Correlation
Business Partner relationship management .52

Managing and leading people .51

Coaching and Mentoring .49

Change management and communications .48

Analyzing and interpreting data .47

Knowledge Sharing and expertise directories .47

Managing your Personal Development .45

Top Organizational | Managerial Capabilities
Developing a high performance culture .77

Developing a strong learning culture .77

Developing strong talent segmentation .74

Developing high levels of career development and mobility .73

Attracting and selecting the right talent .64

Measuring business impact of HR .64

Developing high levels of engagement .54

Giving people honest feedback .49


HR Organizations are Not Ready
What percentage of HR
organizations do you believe
feel have strong skills in data
analysis and interpretation?

6% Rate themselves “High”
56% - “Poor”
Bersin & Associates
High-Impact HR Organization® 2011
and 2010, n=741 organizations


The Lowest Rated HR Skill
Relative Strengths of HR Skills and Capabilities
Attracting and selecting the right talent 17%
Promoting health and wellness 15%
Onboarding new talent 7%
Fairly allocating compensation 6%
Understanding skills needed by role 4%
Encouraging innovation and collaboration 1%
Creating a high-performance culture -4% Measurement, analytics, and
Enabling a learning organization -5% segmentation are the lowest
rated skills in HR teams
Identifying and developing future leaders -6% today
Driving internal mobility -11%
Developing workforce analytics for management -12%
Measuring HR program effectiveness -18%

Bersin & Associates
High-Impact HR Organization® 2011
and 2010, n=741 organizations


And this is true throughout business…


BigData Working Group


Talent Analytics Maturity Model (beta)
Where do you think you are?

Level Focus of measurement at that level Requirements to Succeed

Predictions of future problems, ways to use data to improve hiring, 3-5 Years of experience
in levels 1-3
promotion, leadership, performance, new insights into drivers of
Senior analytics expertise
4 Predictive Analytics value and performance
Integrated data warehouse
or analytics server
Measures which help “transform the business” Advanced dashboards

Core vs. context measures, strategic talent pools, HIPO analysis, Direct involvement of line
Segmentation & Execs and TM leaders
executive and leadership investments
3 Strategic alignment with
Strategic Measurement Business goals
Measures which tell “where we can dramatically improve the business”Analytics expertise

Revenue, engagement, turnover, risk of loss, actual skills, mobility, Dashboards
Operational Measurement for HR efficiency per headcount, L&D efficiency per headcount, Analytics tools
2 Business leader support
Benchmarking & Improvement
Measures which tell “how we compare and can improve” Governance and feedback

Training hours, completions, time to hire, cost to hire,
HRMS integration
depth of leadership pipeline, demographics, tenure, certification
Operational Measurement for Data consistency
1 levels, Compa ratios, performance distribution, etc.
Reporting tools
Efficiency & Compliance Strong data management
Measures which tell “how we are allocating resources today”


People-Measurement Business Solutions

 Major Retailer developed integrated “people model” to correlate
relationship between engagement, rewards, leadership
capabilities, tenure, skills and revenue.

 Major Insurance Company statistically validated 30+ factors in
recruiting which led to 20%+ improvement in sales performance and
completely revamped recruiting process

 Major Food Service Company identified key drivers of account
renewal and upgrade and developed statistically valid measures which
have been used to create company-wide dashboard which measure
risk on a weekly basis

 Major Retail Bank correlated dozens of workforce measures against
engagement and branch financials to develop risk management
dashboard for small and large branches


TALENT MANAGEMENT SCORECARD (Q2 2011)
1 Diversity Representation
2 Pipeline Readiness
3 Manager Effectiveness Index
(As of 6/17/2011) (2010 Succession Planning: VPs and Above)
100% 100% VPs/Equivalent by Title 2.7
90% 80%
80%
70% 60% SVP and above 2.7
60% TBS-Non-Minority 40%
50% 20%
40%
30% 0% Mgr/Equiv by Title 3.0
20% TBS-Minority
10% Ready Ready in Ready in Ready in Ready in Ready in Too
0% Dirs/Equivalent by Title 3.2
Now 6 12 18 2 years 3 years New To
DiversityInc- months months months Rate or
Minority N/A 0.0 1.0 2.0 3.0 4.0 5.0
DiversityInc-Non-
Minority
Too New To Rate Under-Performing Well-Placed Average of EE Engagement, Perf.
Ratings, Promos Out of Hierarchy, and Num. of
Percentages may not add to 100% Growth Potential Highly Promotable
due to rounding Terminations

4 Gender/Ethnicity Representation in LDPs 5 Executive Leadership Development
6 1st Qtr 2011 - Training Expense per FTE
(YTD 2011)
Outcomes
100% 100% 200
90%
(YTD 2011)
90%
150
80% 80% New
51% Promotion 100
70% 66% Position
70% 20%
60% 4% 50
60% Suspensio
50% 0
50% 40% n
40% 1% 1%
30% 8%
30% 20% No
49% 18%
20% 10% Change Job Title
0% 6% 74%
10% Change
0% 1%
ASIAN BLACK HISPA
Female Male PACIF WHITE Dollars per FTE ASTD/Bersin Benchmark

7 1. Disparity in minority population amongst leadership; non-managers and other positions split approximately
50/50
2. On average, over half of VP+ talent assessed during 2010’s Succession Planning process are ready to
assume a new role within the next 12 months
3. Manager effectiveness: SVP & above below current 3.0 average- most likely due to rating scale difference
(VPs and above receive either a 1, 2, or 3 numeric rating value whereas ratings for Directors and below can
include a decimal value)
4. Males/females represented almost equally in leadership development programs, however, non-minorities
still represent more than half of 2011 YTD participants
5. The majority of leadership development program participants experienced no change in job role after
participating in one or more programs
6. Turner overall has spent less on training per employee during Q1 as compared to the ASTD/Bersin
combined average benchmark (average $81.94/employee across Turner vs. $147/employee)
7. Turner is currently spending .02% of its YTD profit on learning & development; the ASTD benchmark is
approximately .4% of quarterly profits


Retailer
TEAM SKILLS & COMPETENCIES: AN EVOLUTION…

2007 - 2008
Solid Understanding of HR; I/O Psychology Degree;
Strong Communication & Interpersonal Skills;
Employee Research Background;
Detail Oriented ; Project Management
Qualitative Research Design & Analysis; HRIS; SPSS

2009 - 2010
Business Acumen; HR, Finance, Economics Degree; Consulting & Presentation Skills;
Quantitative Research Design & Analysis Analytical Curiosity; Problem Solving;
Passion for Data & Analytics; Strong Technical skills Collaborative; Teamwork; Networking Skills

2011 - 2012
Critical Thinking;
Advanced Statistics & Social Research Acumen; Engineering Degree;
Story Telling; Data Visualization;
Customer Research Background; Statistics & Data Mining Expertise
Ability to see data, and decipher insights


Retailer

Organization: 2011 - 2012
VP Human Capital
Analytics

Director Director
Workforce Manager HR Brand
Org Diagnostics &
Analytics & Content
Design
Research

(2) Manager Manager Manager Business
Sr. Consultant Workforce Employee Learning Operations
ODD Analytics Research Analytics Specialist

Program Manager Consultant
(2) Analyst Employee
Learning
Sr. WFA Analyst Research
Measurement

Analyst
Learning Analytics


Retailer

COLLABORATION IS KEY…
Going Beyond the Org Chart

INTERNAL PARTNERS EXTERNAL PARTNERS TOOLS, TECH, METHODS

Mayflower Statistics &
Consumer Data Sources Data Viz
Legal Group Data Mining
Research
Networks &
HRIS FP&A Affiliations SAS People Soft HR MicroStrategy

Vendor
IT LP Relationships KXEN PeopleSoft FIN Best Practices

Xcelsius
Safety Labor Mgmt. CURRENT CUSTOMERS SPSS Teradata
Dashboards

Biz Intel Human Kronos Story Telling
Business
Resources

HRVP’S Sr. Executives Kenexa

L&D Corp Areas Surveys

HRBP’S Stores

Field HR DC’s


Retailer
OUR ANALYTICAL JOURNEY…
Employee Employee
2008 Engagement
Model
Segmentation
LVI
Learning

2009 Diversity &
Inclusion
Leadership

Learning & Employee
2010 Professional
Development
Lifecycle
Research
HR
Scorecards
Reactive
Analytics

Human
Company Employee Proactive &
2011 Health
Pentagram
Research
Cohorts
Capital
Executive
Dashboard
Exploratory
Analytics

Enterprise
2012 Measures of
Success
Talent
Change
Adoption
Predictive
Analytics

44


Insurance
Company
Belief Centric Measurement

Beliefs

Measures
Behaviors
& Metrics

Outcomes Results


Talent Analytics
Framework for Action
Deliver simple dashboards for action
Embed analytics in business reviews
4. Results Test and iterate again to Stage 2
Train HR generalists and management

Validate data carefully
Test findings with leadership
3. Insights Socialize findings for action Typically a
Develop actionable dashboards 3-5 year
Iterate back to stage 2 program which
becomes more
Analytics and statistics team strategic every
2. Analytics Share analytics across company year
Fully integrate business data
Performance consulting with business leaders
Build the “People Models”

Strong relationship with IT
“unsilo the data”
1. Reporting Tools and dashboards
Reporting team
Data dictionary
Build skills


Join Us – April 10-12, 2012


Big Data in HR: The Opportunity

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