1. Staple Yourself to an
Employee

2. Missing Mediating Factor
©2015 PayPal Inc. Confidential and proprietary. 2
Company CustomerEmployee

3. What Do We Usually Do?
• Make our employees to whatever it takes to take
care of the customer
• Long hours, weekends, taking on additional work
without prioritizing old work, etc.
• Analyze how to get more out of the employees
• May or may not do a business make
• This is motivated by a top-down perspective and
rationale
©2015 PayPal Inc. Confidential and proprietary. 3
What about balancing perceptions of compliance and
strategy?
• We may think or operate as one or the other
• Business still looks to us to provide compliance &
employee relations (the rest is nice)

4. Is that the right answer?
©2015 PayPal Inc. Confidential and proprietary. 4
People Analytics = Neo-Taylorism
Theory X Theory Y

5. Do the Right Things, Then Do Things Right
©2015 PayPal Inc. Confidential and proprietary. 5
People Analytics Maturity Spectrum
I II III IV V
• We have employee
programs, but only
measure how they
contribute to
outcomes in a
limited way
• We manage
employees for
better outcomes
• We manage
employees at a
personalized level
for better outcomes
• We understand our
employee value
proposition as well
as the employee’s
contribution
• We manage at a
personal level the
value we create for
each employee as
well as the value
they create for us
• We need clean,
comprehensive
data
• We do workforce
planning
• We measure
organizational
health & link
employees to
customer and
financial outcomes
• Systems thinking
• We predict attrition,
tenure, and lifetime
value
• We do
organizational
network analysis
• Our organizational
health measures
psychological
outcomes as well
• We measure the
employee
experience and
employer brand
• We have mapped
both employee and
organizational
system dynamics
• We predict the
value we are
creating and the
impact our
decisions will have
over the longer
term.

6. The Right Team and Approach
©2015 PayPal Inc. Confidential and proprietary. 6
Deploy the Elements of an Analytics Team at the Right Time
Consulting & Dashboards
(Insight, Advisory Services, Organizational Effectiveness)
Data Stewardship
(ETL, Data Management, & Data Quality)
Standard & Ad-hoc Reports
Statistical Analysis & Predictive Modeling

7. Dealing with the Headwinds
Challenge Need
Prioritizing analysis and validating assumptions Use a maturity lens for both HR and the business
leadership perspective
Competing values:
• “Compliance” and “strategic work”
• Service provider vs. research projects
• Supporting function vs. business impact
Have the hard conversations and get alignment on
values and “ways of working”
Don’t have the data to “that type of” analysis Need to get comfortable with new and different kinds
of data and analysis, e.g.,
• Organizational Network Analysis
• Social Media
• Text analytics
• Linking Employee to Business Outcomes
Need to be credible
(a.k.a., Why do you believe finance but not us?)
Clean data
Consistent and familiar definitions and approaches
Demonstrated business results
©2015 PayPal Inc. Confidential and proprietary. 7

8. Thank You
8