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Typical People Decision-Making  How BigData in Human Resources - Making it Happen

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Typical People Decision-Making  How BigData in Human Resources - Making it Happen

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Share

Typical People Decision-Making

 How do baseball teams find great
players?

 They look for “traditional performance
characteristics”
• Speed and athleticism
• Ability to hit, home runs
• Appearance, confidence
• Batting average (ie. GPA)




Copyright © 2012 Bersin & Associates. All rights reserved. Page 16

Typical People Decision-Making

 How do baseball teams find great
players?

 They look for “traditional performance
characteristics”
• Speed and athleticism
• Ability to hit, home runs
• Appearance, confidence
• Batting average (ie. GPA)




Copyright © 2012 Bersin & Associates. All rights reserved. Page 16

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Editor's Notes

  • So we’ve talked about globalization, specialization, youth, and engagement. How are these workforce changes affecting top business leaders? The answer is, they are very worried.Late last year Lloyds of London asked 500 CEO’s to rank their top 100 business risks for the coming year.The #1 risk they stated is loss of customers, which I will explain in a few minutes. But the #2 risk they state is talent and skills shortages.This means skills shortages are a larger risk than sovereign debt, currency devaluation, cyber terrorism, flood, earthquake, raw material shortages, and 90 other areas of risk. We really are in a global skills and talent crisis, and it appears to be getting worse.
  • And the world has also become much younger. By the end of 2017, nearly half the workforce will be under the age of 35. This alone is transforming our organizations.Young people not only bring new ideas, but they also bring a whole new way of communicating. IDC now believes that Text Messaging, Facebook, and Twitter have already replaced email as the #1 way people communicate. We can expect this shift to move much faster into the future.And… young people also bring new expectations and a different set of demands from employers. They want meaningful work, and they are not afraid to switch jobs. Nearly a third of young people are planning on switching jobs once the recession is over, and only 55% think that their employers are a good long term place to work.So now we have to focus on engaging people in work, to drive both job satisfaction and what we call discretionary effort. Discretionary effort is what makes you competitive.Brenda Kowske and Charlie Goretskiwill be launching our new engagement research this week. Our research shows that there are many models for engagement, but ultimately it is one of the most important assets you have.Two sessions I want to point out: ManonKebodeaux from Baker Hughes is going to talk about the power of building diversity, and LauriKwilos from Sage, Peter Jones from Bristol Myers Squbb, and Carol Robinette from the Red Cross are going to talk about managing contingent workers.
  • EE Engagement Model – talk about the metrics modelling linkage analysis that we startedEmployee Lifecycle Research – onboarding, engagement, exitHR Scorecards – business unit transactional metrics – one storyReactive analytics – on requestCompany Health – engagement, job sat, leadership, team, strategic direction, culture – see next slideProactive & Exploratory Analytics – turnover, reorg, employee lifecycleMoS – Engagement, Culture, Leadership – People Productivity MetricTalent – talent acquisition, quality of hire, employee readiness, succession, talent inventory (gaps vs talent pool), HiPo, etcPredictive Analytics -
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