Talent Analytics: A Systems PerspectiveSharad Verma
Describes components of Talent Analytics from a systems perspective: People, process, technology, tools, leadership, context.
Highlights difference between goals and systems.
Describes how analytics can be used to build an innovation engine.
Provides real life examples from predictive retention analysis in a Financial Technology firm.
Talent Analytics: A Systems PerspectiveSharad Verma
Describes components of Talent Analytics from a systems perspective: People, process, technology, tools, leadership, context.
Highlights difference between goals and systems.
Describes how analytics can be used to build an innovation engine.
Provides real life examples from predictive retention analysis in a Financial Technology firm.
An overview of HR analytics. The slide can be used by everyone for their learning purpose as well as in institute presentation at the last moment. All basics are being covered.
Best of Luck.
HR Analytics, Recruitment, Metrics, Performance, Cost per hire and Reporting ...Cost per hire
Cost per hire ( aka CPH Systems & Analytics ) is industry’s first HR Analytics, Recruitment metrics and Reporting management solution providing HR Analytics and Reporting Services under the Flagship “Product as a Service” model, across all areas of HR where we pass the “DIRECT BENEFIT” only to your organization.
Predictive Analytics for HR: A Primer to Get Started on your HR Analytics Jou...Dr Susan Entwisle
Traditionally, HR teams have made decisions on hiring, retaining, assigning and developing employees using intuition, experience, and basic descriptive statistical reports. Predictive analytics complements and extends on these approaches by enabling HR teams to make proactive ‘forward-looking’ data-driven decisions on its people across the employee lifecycle. Examples of this include gaining insights into the drivers and predicting who are our top performers, what employees are at risk of leaving, is our training program effective, and more. This capability can support HR teams to better align HR programs with strategic business goals.
This presentation outlines the limitations with current approaches and explain what predictive analytics is so business users can understand the business opportunity and problems it can be applied to. A number of case studies on its use across the employee lifecycle are described and guidance given on how to get started on your HR predictive analytics journey.
Hiring in a Candidate Driven Market: People, HR & AnalyticsAggregage
HR analytics empower organizations to use employee data to make better working decisions and improve performance in areas such as attracting top talent, accurately forecasting future staffing needs, and improving employee satisfaction. Join us to learn how to empower your organization to align metrics with strategic business goals, using HR analytics.
Workforce Planning: A Forward-Looking Approach to Getting the Right People in...ClearCompany
Workforce planning is a core function of human resources and it’s related to the identification and analysis of what an organization is going to need in terms of its workforce. Workforce planning determines what mix of experience, knowledge and skills are required, and it sequences steps to get the right number of people in the right place at the right time.
Workforce planning is one of the most important issues that human resources professionals are talking about. Still, many have not gone beyond the talking stage. The task of implementing workforce planning is daunting because it is so difficult to define.
In an effort to take a pulse on the workforce planning today, we partnered with HR.com to conduct a survey in the fall of 2016, to gather information on the current state of human resources and their workforce planning efforts.
Top Five HR Process Integrations That Drive Business ValueSumTotal
Integration is the new currency of HR. Empirical research reveals that improving HR process, technology, and data integration to eliminate silos and facilitate cross-functional reporting affords significant business benefits.
According to SumTotal’s 2010 State of Global People Management worldwide survey of human resources (HR) leaders, organizations with fully integrated HR and talent processes, systems, and data outperform those organizations that have not integrated by 41% across twelve key HR and business operating metrics.
There is little doubt that improving HR integration and eliminating silos affords significant benefits. Based on SumTotal’s global survey data, this whitepaper dives into the top five HR process integrations that provide organizations with the most business value: better internal, talent mobility, decreased voluntary turnover, better workforce alignment to overall business strategy, improved workforce productivity and faster on-boarding (time-to-productivity).
Andy Vanzurpele HR Planning & Analytics - ING BelgiumHRmagazine
ING startte in 2013 met de uitbouw van HR Analytics om de HR-strategie datagedreven te maken.
Andy Vanzurpele leidde het project van meet af aan en wijst ons graag op een aantal successen en lessen die hij trok. In deze interactieve sessie schetst hij enkele concrete cases en toont hij hoe de resultaten werden toegepast binnen HR en de brede organisatie.
An overview of HR analytics. The slide can be used by everyone for their learning purpose as well as in institute presentation at the last moment. All basics are being covered.
Best of Luck.
HR Analytics, Recruitment, Metrics, Performance, Cost per hire and Reporting ...Cost per hire
Cost per hire ( aka CPH Systems & Analytics ) is industry’s first HR Analytics, Recruitment metrics and Reporting management solution providing HR Analytics and Reporting Services under the Flagship “Product as a Service” model, across all areas of HR where we pass the “DIRECT BENEFIT” only to your organization.
Predictive Analytics for HR: A Primer to Get Started on your HR Analytics Jou...Dr Susan Entwisle
Traditionally, HR teams have made decisions on hiring, retaining, assigning and developing employees using intuition, experience, and basic descriptive statistical reports. Predictive analytics complements and extends on these approaches by enabling HR teams to make proactive ‘forward-looking’ data-driven decisions on its people across the employee lifecycle. Examples of this include gaining insights into the drivers and predicting who are our top performers, what employees are at risk of leaving, is our training program effective, and more. This capability can support HR teams to better align HR programs with strategic business goals.
This presentation outlines the limitations with current approaches and explain what predictive analytics is so business users can understand the business opportunity and problems it can be applied to. A number of case studies on its use across the employee lifecycle are described and guidance given on how to get started on your HR predictive analytics journey.
Hiring in a Candidate Driven Market: People, HR & AnalyticsAggregage
HR analytics empower organizations to use employee data to make better working decisions and improve performance in areas such as attracting top talent, accurately forecasting future staffing needs, and improving employee satisfaction. Join us to learn how to empower your organization to align metrics with strategic business goals, using HR analytics.
Workforce Planning: A Forward-Looking Approach to Getting the Right People in...ClearCompany
Workforce planning is a core function of human resources and it’s related to the identification and analysis of what an organization is going to need in terms of its workforce. Workforce planning determines what mix of experience, knowledge and skills are required, and it sequences steps to get the right number of people in the right place at the right time.
Workforce planning is one of the most important issues that human resources professionals are talking about. Still, many have not gone beyond the talking stage. The task of implementing workforce planning is daunting because it is so difficult to define.
In an effort to take a pulse on the workforce planning today, we partnered with HR.com to conduct a survey in the fall of 2016, to gather information on the current state of human resources and their workforce planning efforts.
Top Five HR Process Integrations That Drive Business ValueSumTotal
Integration is the new currency of HR. Empirical research reveals that improving HR process, technology, and data integration to eliminate silos and facilitate cross-functional reporting affords significant business benefits.
According to SumTotal’s 2010 State of Global People Management worldwide survey of human resources (HR) leaders, organizations with fully integrated HR and talent processes, systems, and data outperform those organizations that have not integrated by 41% across twelve key HR and business operating metrics.
There is little doubt that improving HR integration and eliminating silos affords significant benefits. Based on SumTotal’s global survey data, this whitepaper dives into the top five HR process integrations that provide organizations with the most business value: better internal, talent mobility, decreased voluntary turnover, better workforce alignment to overall business strategy, improved workforce productivity and faster on-boarding (time-to-productivity).
Andy Vanzurpele HR Planning & Analytics - ING BelgiumHRmagazine
ING startte in 2013 met de uitbouw van HR Analytics om de HR-strategie datagedreven te maken.
Andy Vanzurpele leidde het project van meet af aan en wijst ons graag op een aantal successen en lessen die hij trok. In deze interactieve sessie schetst hij enkele concrete cases en toont hij hoe de resultaten werden toegepast binnen HR en de brede organisatie.
In the past decade, the HR function has undergone a significant transformation. It has evolved from being a support function to a strategic business driver. Modern day HR’s can leverage plethora of data that to manage Employee Engagement. This presentation describes in detail about BRIDGEi2i’s offering on Employee Engagement Analytics and how HR’s can leverage the data eco system to get granular insights for improving Employee Engagement with snapshots of key deliverables
Crafting a talent analytics function and building strategic partnershipWilliam Gaker
Talent analytics is quickly becoming a core HR function for many companies, but many are still just getting started building their own analytics teams. While there are many promising technologies and research methods available, many HR leaders are wondering where to get started, where to focus, and how to impact the business with insight from analytics. What does success look like? How do we build credibility while also improving our ability to answer complex, strategic questions? How do we realize our vision of using analytics to make HR a strategic business partner? Two years ago at LinkedIn, we were asking ourselves these same questions and have a learned a great deal along the way. The focus of this webinar is to share our journey in building a talent analytics function, discuss the purpose of the field, and communicate some guiding principles for building a talent analytics function at your company.
Read the study to find out how successful organisations are able to convert high-level Analytical strategies into actions that truly deliver business value.
Strategic Workforce Planning: The Key to Organisational SuccessThe HR Observer
Do you know the DNA of your workforce? Even if you do, how does it sync with your organisation’s core business strategy? Knowing the DNA of your workforce and syncing that info with your business strategy is the key to high performing companies. Strategic Workforce Planning helps organisations understand the talent required to deliver their strategy. Without it, you will be paying a significant cost. Ron talks about how to integrate this proven technique into your business process.
Ron Thomas, Chief Executive Officer – Gulf, Great Place to Work
The Datafication of HR: Building your Business Case for Workforce Analytics a...Human Capital Media
How can you build a business case to get your workforce analytics initiative funded this year, not this decade? And why should you care?
It is commonly understood that companies with workforce analytics capabilities outperform their peers in quality of hire, retention and leadership capabilities. Yet, recent research by Harvard Business Review has found a large gap between what companies expect from human resources — data-driven insight and action —and the capabilities that are necessary to deliver it.
In fact, Deloitte University Press’ Global Human Capital Trends report found that although 75 percent of companies believe workforce analytics is important, only 8 percent believe their company is “strong” in this area — almost the same results as their 2014 survey.
HR expert Josh Bersin has coined the term “stuck in neutral” to describe HR’s slow adoption of workforce analytics. Why is this? Why does it matter? And what can you do to accelerate your movement toward data-driven HR?
In this webinar, analytics expert Dave Weisbeck will discuss:
The drivers behind the datafication of HR.
How to build a business case for workforce analytics.
Examples of workforce analytics at work.
MHR Analytics Summit 2018 | Value Profiling: How to Identify the Real Challen...MHR Analytics
MHR Analytics is committed to helping every organisation use this mass of data to obtain actionable insights for real growth. Learn how to identify the real challenges for your organisation from Max Blumberg of the Blumberg Partnership, workforce, Salesforce and analytics advisor.
Validating and Promoting HR Strategies with Data and AnalyticsMark Lawrence
CIPD HRBP Conference Address, November 2014 (London)
Disclaimer: Mark Lawrence is no longer an employee of IBM. This content was presented with permission, to the CIPD community; although IBM materials feature in this presentation, the views and opinions reflected belong to Mark Lawrence. To avoid compromising confidentiality, details relating to use cases have been removed; remaining material should be publicly available (references are included).
Workforce analytics, also called HR analytics or people analytics is getting much attention lately. And rightly so! Research has shown that companies using data to drive their decisions and actions are more succesfull than others. With (predictive) analytics an accurate view of the future requires predictions based on data rather than personal hunches or speculation.
The Softer Skills Analysts need to make an impactPaul Laughlin
25 min presentation given at London Business School, to the OR Society's Analytics Network. Summarising Laughlin Consultancy's 9 step model of Softer Skills for Analysts.
The entry into analytics has to be well prepared. The guidelines for analytics initiatives presented a month ago already turned out the benefits of evidence-based management and outlined a process model, which is based on the guidelines set out in this post. These guiding principles provide practical knowledge for analytics initiatives.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
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Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Analytics Driving Action - Building a Data-Driven HR Function
1. Analytics Driving Action
Jonathan Sidhu
Executive Program Manager
Business Analytics Transformation
@jmsidhu
Mark Tristam Lawrence
Learning Intelligence Leader
Global Business Services
@mtlawrence
#PADDHR
2.
3. Agenda
IBM – Who we are and what we do
Workforce Analytics - Background
Analytics in Action
Getting Started
4. IBM - a virtual social community
72% of us outside Americas
64% workforce in Services business
55% workforce has less than 5 years
service
36% of employees work remotely
12% from acquisitions & outsourcing deals
1% on global assignments
5. Agenda
IBM – Who we are and what we do
Workforce Analytics - Background
Analytics in Action
Getting Started
6. Source 1: 2012 IBM CEO study: Q24 ―What do you see as the key sources of sustained economic value in your organization?‖
Source 2: SHRM Human Capital Benchmarking Database, 2011
Products / services innovation
Human capital
Customer relationships
Brand(s)
Business model innovation
Technology
71%
66%
52%
43%
33%
30%
Human capital is the leading cited source of economic value...
...but, CEOs face significant workforce challenges.
The average turnover in the
U.S. is 15% per fiscal year.2
Total costs of replacement can reach
200% of an employee‘s annual salary.2
Key sources of sustained economic value1
CEO Study
7. HR Value
StrategicSmarter WorkforceOperational
Smarter HR Operations
Succession
Management
Learning &
DevelopmentCompensation
Management
Performance
Review
Performance
Planning
Talent
Acquisition
Workforce
Planning
Absence
Management
Payroll
Benefits
Time &
Attendance
Scheduling
& Staffing
Analytics are critical to HR operations and workforce
effectiveness
8. We redefined IBM‘s HR Strategy
Thought
Leadership Develop deep expertise in business, HR,
execution methods and systems thinking
to enable IBM‘s ability to produce value for
clients, IBMers, investors and communities
Analytics
Use technologies to capture, analyze and
integrate data that will yield rich insights
and advance the science of predicting,
shaping and adapting to business trends
Collaboration
Use contemporary technologies and
techniques within the HR community to
enable seamless global communication to
develop, test, refine and implement the
best ideas
9. Time and Resources
ValueandImpact
Based on : Competing on Analytics, Davenport and Harris
Data Management
Consolidation of data
Data quality and accuracy
Basic Reporting
Standard reporting that is reasonably automated
‗Slice and dice‘ data based on standard variables
Benchmarking
Key Performance Indicators (KPIs)
Performance Measured against Best Practices
Analysis
Multi-dimensional analysis to better
understand business challenges
Advanced Analytics
Segmentation, Predictive
Modeling & Optimization
Efficiency
Effectiveness
Business Impact
Business Analytics Model
10. Enterprise-wideReporting
PredictiveAnalytics
InternalSurveys
ExternalAnalytics
Objectives
• Integrate BI into HR as an ‗everyday‘ tool
• Develop deeper analytic and predictive modelling
skills
• Develop key enterprise-wide reports and
scorecards
• Provide better insights from analytics to inform
strategy
• Grow analytic skills in emerging countries
Purpose: To embed a culture of analytics
within the HR organization
SocialAnalytics
IBM Workforce Analytics - a clear purpose…
11. Agenda
IBM – Who we are and what we do
Workforce Analytics - Background
Analytics in Action
Getting Started
12. Can attrition be predicted?
Questions
Can we highlight individuals who
have the highest propensity to leave
an organization?
Can increased compensation reduce
the rate of unwanted attrition?
Method
Analysis of 5 years longitudinal data
Compensation & attrition analysis
based on historical data
Visualization – use of heat maps
Geography
Brand
Other
Type of
Hire
Education
Type
Segment and sub segment of population
13. Can we see attrition risks & reduce unwanted attrition?
Retention Case Selection
Action Optimization—Identify retention
cases and targeted actions to retain
them
Attrition
Which employees are most likely
to leave? What kind of actions,
programs and investments will
reduce attrition in the most
effective way?
How likely is each person to leave, and why?
Attrition Hot Spots
Identify high-attrition clusters
Derive attrition ―rules‖
Estimate FUTURE attrition
Understand response to incentives
How well-connected are those
employees most likely to leave?
What actions will yield the
best outcomes?
Benefit($k)
Cumulative Net Benefit is maximized at $9M…
... yielding an attrition reduction of 2.7 pts
14. Our results?
Attrition can be predicted
We can highlight those who have the highest propensity to leave
the organization
Proactive retention efforts can reduce rates of unwanted attrition
15. Can we measure Employment Risk?
Problem Statement
Can collective employment risk be quantified?
Can a ‗risk index‘ be built?
Methodology
Statistical analysis of 5 year longitudinal internal and external data
Tens of metrics analyzed for stability to find a suitable set of dependent
metrics
Index stabilized over time
Visualization – use of heat maps, indices and maps
Built into BI tools
16. Predictive Analytics – Headlights for Employment Risk
Quality of Life Index
Cultural Values
(e.g. Hofstede)
Span of control
Employee Complaints
Inflation & Unemployment
Surveys
Headcount & Voluntary Attrition
Employment
Regulation
Tenure, Band, Rating
Political Instability
Country Level Volatility
Data Is Simulated
17. Our results?
Employment risk can be quantified
Usable risk indices can be built to:
Inform & coach
Assist leaders in managing overall
enterprise risk posture
Provide insight to HR leaders
18. Smarter Learning Analytics
Problem Statement
Education performance is judged on volumes, not impact or value
Learning organisations struggle to align with rapidly changing business models
Methodology
Back to basics – why do we provide learning?
Formulation of new metrics, dependencies and relationships
Identification, acquisition and modelling of new datasets
Creation of new reports with optimal visualisation
Standardisation of formatting, branding, platform and access
Democratisation of data!
19. Smarter Learning Analytics – Evaluation
Learner Reaction (Level 1) and
Skill Usage (Level 3)
Resource: Free up dedicated
FTE and increase self-service
Speed: Reduction of time
from training to reporting
Impact: Increase in available
analytics; more powerful
communication
20. Smarter Learning Analytics – ROI
Return on Investment (Level 4)
Automate: Reduce emails from
learning organisation and enable
learners to see value
Standardise: Common
methodology to provide scalable
solution
Impact: Draw direct line of sight
between learning and revenue
21. Smarter Learning Analytics – Alignment
Business Impact (Level 5*)
Delivery Excellence:
Identify and reduce factors attributed to learning or skills in troubled projects
Practitioner Utilisation:
Challenge perception that short-term time away from the client harms longer-
term practitioner utilisation targets
Grow Talent:
Demonstrate the impact of learning in promotion, progression, attrition and
retention
22. Smarter Learning Analytics - Findings
Can we demonstrate the value of Learning?
Can we align metrics with current business decisions?
In practice:
Which learning activities do we prioritise; and which need revision?
Where are we effectively addressing skill gaps; and where aren‘t we?
Why should we invest in learning; and should we increase investment?
23. Can we leverage Social ‗Big Data‘ productively?
Problem Statement
Can we see what employees are saying on social media about our
company?
Can we get ‗real time‘ feedback on our business from our own people?
Methodology
Consumer insight tool redesigned for employee insight
HRIS combined with social media
Highly visual design
‗Opt in‘ consent
24. Analyzing ‗big data‘ created by social interactions
→ Determine unexpected
affinities across multiple
analytic dimensions
→ Discover related topics
above and beyond our
initial search
→ Glean employee
sentiment across
company & by segment
→ Perform trend analysis of
sentiment over time
25. The Key Advantages of Social Analytics
Hear ‗pulse‘ of the organization
Augment surveys with better understanding
of what employees think
Tailor services & programs
Ability to act in nearer real-time
Leverage existing social media footprint
Understand what competitors‘ employees
are saying about their employers
26. Our results?
We can see (and use) what employees are saying on social media
about our company
We can get ‗real time‘ feedback on our business from our own people
that provides insight and allows executives to take action
27. Agenda
IBM – Who we are and what we do
Workforce Analytics - Background
Analytics in Action
Getting Started
28. Analytics: The New Path to Value: Links to the full study, a 22 minute video and presentation highlighting the key findings (https://ibm.biz/newpathvalue)
IBM Institute for Business Value +
Surveyed 3,000 executives, managers
and analysts plus extensive interviews
Respondents represent more than 30
industries in 108 countries
Interviews with IBM and MIT thought
leaders
Analysis by IBM and MIT teams
29. Organizational obstacles, not data or financial
concerns, are holding back analytics adoption
Ability to get the data
Lack of management bandwidth due to competing
priorities
Lack of skills internally in the line of business
Lack of understanding how to use analytics to improve
the business
Culture does not encourage sharing information
Ownership of the data is unclear or governance is
ineffective
Lack of executive sponsorship
Concerns with the data
Perceived costs outweigh the projected benefits
No case for change
38%
34%
28%
24%
23%
23%
22%
21%
21%
15%
Primary obstacles to widespread analytics adoption
Organizational
Data
Financial
Source: Analytics: The New Path to Value; https://ibm.biz/newpathvalue
30. Lesson Learned
• Cultural shift from data extraction to business analytics
• Stakeholders need to set clear priorities for data and analytics
• Need a broad range of skills
• Simplicity and elegance outweigh ―bells and whistles‖
• Take some risks with new tools – open people‘s minds to the
opportunity
• If you do what you‘ve always done, you‘ll get what you‘ve always got
33. Additional IBM Institute for Business Value White Papers
a) Business Analytics & Optimization for the
Intelligent Enterprise (2009)
b) Breaking away with Business Analytics &
Optimization (2009)
c) Analytics: The new path to value (2010)
d) Analytics: The widening divide (2011)
e) Analytics: The real world use of big data (2012)
f) Analytics: A blueprint for value (2013)