A small number of real examples linking HR data (employee surveys and personality assessments) to business outcomes like store level sales performance, employee retention and safety performance.

1. Analytics:
New Insights and New Capabilities

2. 2© 2013 Sirota Consulting LLC
Analytical techniques have existed for
years
But now we have exponentially more data
(and more importantly better access to
data)
Digital mindset is permeating previously
heuristically driven leaders and functions
We’re moving from “I think that… ” to
“we found out that…”
Times are changing…

3. 3© 2013 Sirota Consulting LLC
Understanding the relationship of
employee attitudes, customer attitudes
and sales in retail (RoI on HR Activities)
Integrating line manager assessments
Then you choose: Few things to note:
1. I’m a survey researcher, so I’m using surveys as
my start point.
2. Even Facebook and Google use surveys to
understand their metadata (e.g. “if someone does
or doesn’t like something then why?”).
3. I’m not showing you data from tech companies
for a reason. Google is 13 years old and started
with a blank slate. We’re not all that fortunate…
Today I want to cover 2 + 1 real world examples
Employees Customers Sales
Manager
Personality
Manager
Attitudes
Manager
Behavior
Employee
Turnover
Stay
Go
Predicting
employee
turnover
Linking
Engagement
to Safety
Engagement Safety

4. RoI on HR initiatives
Employees Customers Sales

5. 5© 2013 Sirota Consulting LLC
What data did we look at?
Associate
Engagement
Survey
Store
Characteristics
Customer
Satisfaction
Competition
Threat Score
Quarterly
Sales
Store Demographics # of Stores
URBAN/RURAL
RURAL 186
SUBURBAN 429
URBAN 101
Final Dataset Consisted of:
• Over 200 Variables
• Complete Data from 716 Stores

6. 6© 2013 Sirota Consulting LLC
What did we find?
Quarterly
Sales
Service
Attributes
(Helpful Associates,
Friendly Cashier, Deli
Services, and Speed
of Checkout)
Willingness to
Recommend
Q10. confidence in
the future
Q16. Company
provides value
Q1. How satisfied
are you
Q54. personal
accomplishment
Q49. new ways of
doing things
Q51. good use of
my skills
Q67. development
opportunities
Q46. go out of my
way to satisfy cust
Engagement
Customer
We controlled for:
1. Selling square footage
2. Competitive threats in the area
3. Time Since Opening/Remodel
4. Area Ethnicity (% Minority)
This relationship account for
more than 1/3 of quarterly sales

7. 7© 2013 Sirota Consulting LLC
So what?
82.33
165.69
115.79
259.89
256.16
Q46. I am encouraged to go out of my way to satisfy our customers.
Q49. I feel encouraged to come up with new and better ways of doing
things.
Q51. My job makes good use of my skills and abilities.
Q54. My work gives me a feeling of personal accomplishment.
Q67. I think there are good development opportunities in our company.
150
Predicted effects of a 1% point change in favorability in Survey Items at the Store Level:
Estimated additional sales per store
Overall, a 1% pt improvement
in engagement predicted an
additional $1million of sales a
quarter.

8. Integrating line manager assessments
Manager
Personality
Manager
Attitudes
Manager
Behavior
Employee
Turnover

9. 9© 2013 Sirota Consulting LLC
What did we look at?
Personality Test
Personality
Assessments (‘06
– ‘13)
2011
Survey
(Self, Team Score)
2012
Survey
(Self, Team Score)
2011 – 2013
360 Scores
2011- 2012
Turnover
Database Highlights
1. Individual and Team level database consisting of more than 500 variables
• 1,451 Personality Test Personality Assessments
• More than 900 Managers with 2012 Survey Scores
• More than 1,000 Managers with 2011 Survey Scores
• More than 600 Manager teams with 2012 Survey Scores
• More than 700 Manager teams with 2011 Survey Scores
• Approximately 80 Managers with 360 Assessments
• Overall approximately 40 individuals with all five data points
2. Turnover Scores
• Turnover based on percentage of team members who left the company between 2011 – ’12
• 751 Manager teams had a turnover percentage calculated
• Turnover ranged from 0 to 100% with an average turnover of 11%

10. 10© 2013 Sirota Consulting LLC
Example: Correlations of manager personality with survey results
0 0.02 0.04 0.06 0.08 0.1 0.12 0.14 0.16
Interpersonal Sensitivity
Prudence
Ambition
Adjustment
Sociability
Inquisitive
Manager 2011 EOC
Manager 2012 EOC
0 0.02 0.04 0.06 0.08 0.1 0.12 0.14
Interpersonal Sensitivity
Prudence
Ambition
Adjustment
Sociability
Inquisitive
Team 2011 EOC
Team 2012 EOC
Statistically sig: Manager personality
correlated with their own engagement
Statistically sig: Manager
personality correlated with
his/her team’s engagement

11. Predicting Employee Turnover
Stay
Go

12. 12© 2013 Sirota Consulting LLC
Year 1
EE Survey
EE’s voluntarily leave
company in year 1
Cluster Analysis to define
“At Risk” group
EE’s
voluntarily
leave
company in
year 2
Compare EE’s who left vs.
“At Risk” group
EE’s voluntarily leave
company in year 3
Year 2
EE Survey
Year 3
EE Survey
Turnover Analysis
Cluster Analysis to define
“At Risk” group
Compare EE’s who left vs.
“At Risk” group
Year 4
Time 1
Year 1
Time 2
Time 3
Turnover Analysis

13. 13© 2013 Sirota Consulting LLC
Who is At Risk for Leaving and Who Actually Left?
32%
68%
0%
20%
40%
60%
80%
100%
Time 2 Leavers
Cluster 1
(favorable)
Cluster 2 ("at
risk")
Return to Timeline
28%
72%
0%
20%
40%
60%
80%
100%
Time 3 Leavers
Cluster 1
(favorable)
Cluster 2 ("at
risk")
Time1Time2
– Committed to stay.
– Sense of belonging.
– Career goals can be met.
– Opportunities to learn and grow.
– Involved in interesting work.
– Satisfied with my current role.
– Committed to stay.
– Career goals can be met.
– Satisfied with my current role.
– Involved in interesting work.
– Motivated.
– Authority to make the decisions.

14. 14© 2013 Sirota Consulting LLC
Who Should be Targeted as At Risk for Leaving?
Demographic % of At Risk % of Leavers
TIME 2
TIME 3
Current role for < 2 yrs 68% 79%
With company for < 3 yrs 60% 76%
High performers 40% 32%
Under the age of 35 51% 63%
Current role for < 2 yrs 80% 74%
With company for 1 – 5 yrs 53% 71%
High performers 43% 51%
Under the age of 35 63% 74%

15. Linking Engagement to Safety
Engagement Safety

16. 16© 2013 Sirota Consulting LLC
What did we measure?
Offshore Petrochemical locations
• Global offshore and petrochemicals sites
• 4 years of employee survey data
• 4 years of total recorded case frequency (TRCF) – a measure
of safety incident frequency that is adjusted for the number
of hours work on a site

17. 17© 2013 Sirota Consulting LLC
What did we find?
0
1
2
3
4
5
TRCF 2006 TRCF 2007 TRCF 2008 TRCF 2009
80%-90%
70%-80%
Less than 70%
-0.55
-0.56
-0.61
-0.64
-0.64
-0.70
-0.80 -0.60 -0.40 -0.20 0.00
Different views and perspectives are valued
Rate Safety
Organisational Structure is fit for purpose
We do not compromise on quality
Necessary tools and equipment
Team leader supports work-life balance0
2
4
6
8
10
12
40 50 60 70 80 90 100
AverageTRCF
Average % FAV Engagement
Confidential
Engagement
Safety and engagement are correlated. …but so are other attitudes
Long term
consistent
engagement
makes a
difference

18. Summary

19. 19© 2013 Sirota Consulting LLC
Pulling it all Together: A Big Data Research Framework
Recruiting &
Onboarding
EVP/Deal
Training
Service
Productivity
Efficiency
Profit
Career Pathing
My Manager
My Career
My Job
My Team
Turnover
Stock
Performance
HR Programs & Offerings
Climate Factors
Business Performance
Engagement
Fit
Commitment
Demographics
& KSA
Career Stage
Mindset
Aspirations
Individual Differences
Performance
Organizational Culture
Business Environment
Motivation