SlideShare a Scribd company logo
Contents
http://www.pwc.com/hr-analytics
Trends in People
Analytics
With excerpts from the 2015 PwC
Saratoga Benchmarks
Growing impact of
people analytics	 2
What the benchmarks
say about the state of
the workforce	3
People analytics trends:
#1: Building a people
analytics function	6
#2: Growing
dissatisfaction with
current approaches
to data governance	9
#3: Building targets and
benchmarks into
analytic tools	10
#4: Taking predictions
of flight risk to the
next level	13
Conclusion:
Insistent on insight	 16
Appendix	17
About PwC People
Analytics	20
Contacts &
Acknowledgments	21
Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 2
Contents
Growing impact of people analytics
Talent is top of mind to senior executives, and that is more evident than ever
today. For the first time in eight years, results from PwC’s Annual CEO Survey
show that 34% of US CEOs are “extremely concerned” about the availability
of key skills.1
They are right to be concerned—talent drives the top line. It
drives the achievement of business strategy. It creates innovation, controls
cost, and drives change. And, according to PwC Saratoga US Human Capital
Effectiveness benchmarks, issues related to talent should be a high priority
for CEOs.
Executives are increasingly pressuring HR to produce evidence-based insight on
critical talent to develop solutions: Do we have the right talent mix to achieve
our business objectives? How engaged are our top performers in aligning to
the new business strategy? Can we do more to predict who are going to be the
right leaders of the future and what experiences we should give them? Can we
identify potential talent flight risks in our most important roles?
People analytics is a new domain for most HR departments. A new function is
being born as companies look to better drive the return on their investments
in people. The old approaches of “gut feel,” and “doing what everybody else
is doing” are not sufficient anymore. We believe in making decisions based on
evidence, not hunches.
This reports highlights our recently published PwC Saratoga benchmarks, and
from those, several improvement opportunities leaders may examine related
to their people. In last year’s summary, we provided several trends in people
analytics, which we still see as relevant solutions to today’s workforce issues.
However, there are a number of new people analytics trends we outline in
this report.
1
PwC’s 18th Annual CEO Survey
With 34% of US CEOs
“extremely concerned”
about the availability of
key skills,1
the need for
hard data on people is
greater than ever before.
Growing impact of
people analytics	 2
What the benchmarks
say about the state of
the workforce	3
People analytics trends:
#1: Building a people
analytics function	6
#2: Growing
dissatisfaction with
current approaches
to data governance	9
#3: Building targets and
benchmarks into
analytic tools	10
#4: Taking predictions
of flight risk to the
next level	13
Conclusion:
Insistent on insight	 16
Appendix	17
About PwC People
Analytics	20
Contacts &
Acknowledgments	21
Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 3
Contents
The recently released PwC Saratoga Human Capital
Effectiveness benchmarks represent 2014 calendar
year data from the US entities of 435 participating
organizations covering a range of industries, company
sizes, and revenue. All results shown reflect median
benchmark values across participating organizations.
Return on workforce investment is declining
A critical measure of workforce productivity, Labor Cost
Revenue Percent, rose from 28.2% to 29.9%, indicating
a decline in return on workforce investment. Though
productivity has remained high in post-recession years, it
is leveling off after several years of consistent increases;
the decline in Labor Cost Revenue Percent2
was primarily
driven by a decrease in Revenue per Full-Time Equivalent
(FTE)(from $404,058 to $370,552). Despite a drop
in Labor Cost per FTE (from $102,294 to $98,988),
companies earned less revenue on their investment.
Organizations may be hesitant to continue to invest in
talent the way they were as the economy bounced back
several years prior; however, this lack of investment may
cause productivity to decline over the long term.
What the benchmarks say about
the state of the workforce
2011	 2012 2013	 2014
Labor cost per FTE
30.3%
28.8%
28.2%
29.9%
Labor cost revenue
percent
Revenue per FTE $338,773
$102,210 $101,566 $102,294
$98,988
$370,399
$404,058
$370,552
2
PwC defines Labor Costs as the sum of compensation cost and benefits cost
Growing impact of
people analytics	 2
What the benchmarks
say about the state of
the workforce	3
People analytics trends:
#1: Building a people
analytics function	6
#2: Growing
dissatisfaction with
current approaches
to data governance	9
#3: Building targets and
benchmarks into
analytic tools	10
#4: Taking predictions
of flight risk to the
next level	13
Conclusion:
Insistent on insight	 16
Appendix	17
About PwC People
Analytics	20
Contacts &
Acknowledgments	21
Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 4
Contents
High potential promotions slip
Similar to high performers, high potentials are also showing
concerning career trends. High Potential Promotion Rate4
decreased from 19.6% to 18.3%, while overall Promotion
Rate increased from 8.6% to 9.0%. This is the smallest
differential between the two in several years, indicating that
high potential promotion readiness may be an area of needed
focus for leadership development programs today.
Voluntary
separation rate
High potential
promotion rate
High performer
separation rate
Promotion rate
2011	 2012 2013	 2014 2011	 2012 2013	 2014
8.0%
17.3%
4.4%
8.0%
5.0%
8.1%
6.0%
8.6%
5.9%
9.0%
8.4%
22.4%8.8% 19.6%8.7%
18.3%
High performer turnover trend continues
Turnover decreased in 2014—however, the proportion
of high performers leaving remains concerning. With
overall Voluntary Separation Rate dropping from 8.8%
to 8.7%, and High Performer Separation Rate3
dropping
from 6.0% to 5.9%, the gap between the two remains quite
narrow. High performers, despite being among the most
valuable employees, are not being driven to stay with their
organizations.
3
PwC defines high performers as employees with performance ratings in
the top 20% of the organization
4
PwC defines high potentials as individual contributors or management
level employees identified by the organization as having leadership
potential and are in line to move into a more senior role
Growing impact of
people analytics	 2
What the benchmarks
say about the state of
the workforce	3
People analytics trends:
#1: Building a people
analytics function	6
#2: Growing
dissatisfaction with
current approaches
to data governance	9
#3: Building targets and
benchmarks into
analytic tools	10
#4: Taking predictions
of flight risk to the
next level	13
Conclusion:
Insistent on insight	 16
Appendix	17
About PwC People
Analytics	20
Contacts &
Acknowledgments	21
Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 5
Contents
Investment in HR increases
As HR is increasingly being asked to solve strategic human
capital issues, the function is receiving increased funding
to deliver.
Building a people analytics
function#1
Growing dissatisfaction with current
approaches to data governance#2
Building targets and benchmarks
into analytic tools#3
Taking predictions of flight risk to
the next level#4
Diversity stalls
Headcount of diverse leaders is also declining somewhat
after showing progress for several years. Ethnically Diverse
Executive Headcount Percent decreased from 11.6% to
10.7%, and Female Executive Headcount Percent declined
from 26.7% to 25.7%. As diversity programs gain more
attention, a lack of progress tends to call into question the
effectiveness of efforts in this area.
Ethnically
diverse executive
headcount percent
HR costs per
employee
Female executive
headcount percent
2011	 2012 2013	 2014
2011	 2012 2013	 2014
7.7%
$1,610
25.0% 25.4%
26.7%
25.7%
10.5%
$1,923
11.6%
$1,995
10.7%
$2,015
For leaders, these results raise the question, “How do we
improve?” The rise of people analytics and an abundance
of data provides the opportunity to analyze root causes
for critical human capital issues through programs such
as employee surveys, predictive modeling, and advanced
workforce data analysis.
Trends in people analytics
To execute on those programs more effectively, we
are seeing the following trends commonly appear in
this area:
Growing impact of
people analytics	 2
What the benchmarks
say about the state of
the workforce	3
People analytics trends:
#1: Building a people
analytics function	6
#2: Growing
dissatisfaction with
current approaches
to data governance	9
#3: Building targets and
benchmarks into
analytic tools	10
#4: Taking predictions
of flight risk to the
next level	13
Conclusion:
Insistent on insight	 16
Appendix	17
About PwC People
Analytics	20
Contacts &
Acknowledgments	21
Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 6
Contents
People analytics Trend 1:
Building a people analytics
function
Organizations are quickly recognizing that they need a dedicated
people analytics function in order to produce insights from the
complex data that is gathered across the employee lifecycle.
Investment in people analytics is on the rise
In a recent pulse survey, a stunning 86% of PwC Saratoga participants
reported that creating or maturing their people analytics function is
a strategic priority for the next one-to-three years. And nearly one-
half (46%) of those organizations already have a dedicated people
analytics function.
Today, the median organization in our database has one individual
focused on people analytics per 3,567 employees. Not one
participant expected to see a decline in the resources dedicated to
people analytics over the next three years. In fact, every one of our
participants said they expect the number of resources to increase or at
least remain consistent with today’s levels.
Data integration and insight are primary objectives
Many organizations recognize that the reason they need a standing
function is the level of effort involved in successfully driving the
production, distribution, and adoption of analysis, reports,
and insight.
When asked about the biggest barriers to successfully producing
workforce reports and analytics, the top response was the presence of
“multiple unintegrated sources” of people and organizational data,
all of which needs to be synthesized to support meaningful analysis.
More than one-half (69%) of participants cited this challenge as a top
barrier to a successful program. Another major concern
was the extent of “manual processes” required to
produce reports and analytics, with more than one-half
(56%) citing this issue.
86%
46%
Participants reported that
creating or maturing their
people analytics function is
a strategic priority
Already have a dedicated
people analytics function
Growing impact of
people analytics	 2
What the benchmarks
say about the state of
the workforce	3
People analytics trends:
#1: Building a people
analytics function	6
#2: Growing
dissatisfaction with
current approaches
to data governance	9
#3: Building targets and
benchmarks into
analytic tools	10
#4: Taking predictions
of flight risk to the
next level	13
Conclusion:
Insistent on insight	 16
Appendix	17
About PwC People
Analytics	20
Contacts &
Acknowledgments	21
Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 7
Contents But building a sustainable people analytics capability
requires more than a technology tool, whether an
organization wants to achieve foundational success—
or become more advanced, or even leading edge. We
find that developing people analytics is a journey for
most organizations; the stages are depicted in the
graphic below.
Only a full strategy and adoption plan will enable
sustainable impact and long-term success. Without the
right functional roadmap, data processes, programs,
operating model, training, and change management in
place, organizations will fail to realize the full return on
their technology investment.
Maturity of Programs, People, Technology and Data
Foundational
Advanced
Leadingedge
BusinessImpact
I need basic analytics
I need the data to be right
Analytics should be easy to produce
And I need analytics now
I need analytics to solve
business problems
All of my data should be in
one place
We need analytics to make
a strong impact on how HR
partners with the business
HR has an opportunity to
transform the enterprise
through analytics
To rethink our approach to
talent and execute differently
And bring our businesses and
functions together
People Analytics Journey at a Glance
The solution: Too much for technology tools alone
Many analytic technology solutions are emerging in the market
to address these concerns, and the interest from participating
organizations has been significant. Organizations across industries
are investing in or creating the business case for building or buying
a technology solution to join siloed data sources and automate
processes. Based on PwC’s 2014 HR Technology Survey,5
56% of
organizations have a formal HR Technology roadmap/strategy, and
25% plan to move their HR analytic technology to the cloud over
the next one-to-three years.
5
PwC’s 2014 HR Technology Survey: Moving HR to the Cloud? Navigate
key barriers to boost success
Growing impact of
people analytics	 2
What the benchmarks
say about the state of
the workforce	3
People analytics trends:
#1: Building a people
analytics function	6
#2: Growing
dissatisfaction with
current approaches
to data governance	9
#3: Building targets and
benchmarks into
analytic tools	10
#4: Taking predictions
of flight risk to the
next level	13
Conclusion:
Insistent on insight	 16
Appendix	17
About PwC People
Analytics	20
Contacts &
Acknowledgments	21
Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 8
Contents
Growing impact of
people analytics	 2
What the benchmarks
say about the state of
the workforce	3
People analytics trends:
#1: Building a people
analytics function	6
#2: Growing
dissatisfaction with
current approaches
to data governance	9
#3: Building targets and
benchmarks into
analytic tools	10
#4: Taking predictions
of flight risk to the
next level	13
Conclusion:
Insistent on insight	 16
Appendix	17
About PwC People
Analytics	20
Contacts &
Acknowledgments	21
Managing change to create
sustainable people analytics
Creating a people analytics function from scratch
is not an overnight task—it takes time to develop
programs, implement technology, and hire the right
people. Even so, the speed to a full capability might still
outpace stakeholders’ ability to consume so much new
information. While there’s often a pent-up demand for
reports and analytics, there will still be an effort required
to facilitate the adjustment to a new operating model, and
incorporate new data into old ways of working.
A few principles of change management to keep in mind
while working through the establishment of people
analytics:
•	 Clearly define and articulate a “case for change”
– To create full buy-in from the whole suite of
executives, a critical first step is to define what
decisions are being made with limited or inaccurate
data and identify how an enhanced capability will
address these challenges. Laying out the full strategy, as well
as the benefits that will be recognized by the business and a
methodology for tracking success, will further strengthen
that case.
•	 Establish active executive sponsors – While the CEO and
other C-suite leaders may crave workforce data, there may be
operational leaders stuck in old ways of thinking, where data from
HR failed to make an impact. Close attention should be paid to
observing if leaders are resisting or not utilizing people analytics in
decision making, and if so, understanding why. Strong advocates
for change should demonstrate how they use data to drive
business decisions in order to help pave the way for others.
•	 Engage the entire organization to embrace analytics – Build
compelling communications from leadership that clarifies how
analytics will be embedded into work process and decision
making, what the leader and staff roles and expectations are, and
how non-compliance will be addressed.
•	 Identify and address key changes required to embed people
analytics – In building the new operating model, there will be
new roles within and outside the function. This will need to be
accompanied by new models of interaction, new skills, and new
behaviors. Consider what tools stakeholders will need in order to
fully take advantage of people analytics.
•	 Define and roll out 21st century learning – Employ new
learning techniques available and think about how gamification
or online simulations can be leveraged to help build capability and
engage individuals in the usage of data.
Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 8
Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 9
Contents
People analytics Trend 2:
Growing dissatisfaction with current
approaches to data governance
Consistency counts
A critical—but sometimes underappreciated—component
of building a sustainable people analytics capability is
the creation of a data governance approach to address
processes for standardization and to develop enterprise-
wide agreement on definitions, formulas, hierarchies,
maintenance, and the like.
Yet the impact of poor data governance becomes visible for
those companies without it:
•	 The technology company that can’t define who is an
engineer and needs to determine, for example, whether
to include individuals who started as engineers but
moved to more administrative roles as they progressed
in their careers, engingeering managers, and individuals
who have an engineering degree but now work in a
corporate function.
•	 The professional services firm with no defined
manager hierarchy, and needs to identify to whom
an individual reports, be it their project manager,
their matrix manager, the person responsible for their
cost center, or the person who gives them their
performance rating.
•	 The hospital that can’t calculate labor costs, and
needs to determine whether to include unscheduled
overtime, per diems/PRNs, or traveling nurses.
•	 The organization that doesn’t know who came over
in the recent acquisition, and needs to address overlaps
and inconsistencies in data, since both still operate from
their own legacy systems.
•	 The global organization that operates in siloes by
business unit, and needs to find a way to create a
regional aggregate view of the organization.
No—or very little—satisfaction with
governance
These issues are frequent sticking points for many
organizations, serving as significant obstacles that can
impede real progress in analytics when left unresolved.
Only 6% of 2015 PwC Saratoga benchmarking
participants reported being “very satisfied” with the
quality of their people data. Nearly one-third (29%)
cited poor data quality as a top barrier to successfully
producing workforce reports or analytics, and 25% cited
a lack of agreement on data definitions.
6% Participants reported being “very satisfied” with the
quality of their people data
Growing impact of
people analytics	 2
What the benchmarks
say about the state of
the workforce	3
People analytics trends:
#1: Building a people
analytics function	6
#2: Growing
dissatisfaction with
current approaches
to data governance	9
#3: Building targets and
benchmarks into
analytic tools	10
#4: Taking predictions
of flight risk to the
next level	13
Conclusion:
Insistent on insight	 16
Appendix	17
About PwC People
Analytics	20
Contacts &
Acknowledgments	21
Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 10
Contents
People analytics Trend 3:
Building targets and bench-
marks into analytic tools
Creating context
Organizations are increasingly investing in analytics
technologies to integrate and visualize their people data.
Once those reports are built, they typically generate a simple
question from leaders: “How do we compare?”
Obtaining metric results and having them available at your
fingertips is just the first step. It’s important to provide
context for your data. Benchmarks added to reports and
dashboards help set context to enable you to evaluate how
a measure stacks up against other organizations in a given
sector or region, or next to those similar in headcount or
revenue. They can also help the organization establish
targets, which can be used to color code reports, making
them more easily digestible for leaders looking to determine
whether they are “red” or “green” in certain areas.
Building the best targets
Establishing these targets isn’t always a simple process,
even when benchmarks have been established. Leading
organizations are considering their targets with great care.
It’s important to look at several areas:
•	 Variability within the organization: How are our
top business units or managers performing on these
measures? What’s attainable within our environment?
•	 Historical trends: How have our results changed over
time? Since last year? Last month? In what direction are
we headed?
•	 Business and people strategies: Is this measure
a focus area for us? Is it important to our employee
value proposition?
•	 Differences in benchmarks: Is an industry
benchmark the best means of comparison for a given
measure? Or is it more sensible to use a regional
norm, or a benchmark for organizations similar
in size? Should we display the median or the top
quartile?
Growing impact of
people analytics	 2
What the benchmarks
say about the state of
the workforce	3
People analytics trends:
#1: Building a people
analytics function	6
#2: Growing
dissatisfaction with
current approaches
to data governance	9
#3: Building targets and
benchmarks into
analytic tools	10
#4: Taking predictions
of flight risk to the
next level	13
Conclusion:
Insistent on insight	 16
Appendix	17
About PwC People
Analytics	20
Contacts &
Acknowledgments	21
Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 11
Contents
8.5%
Defining “goodness”
The rationale for using peer comparisons to help define what is “good” comes to life just
looking at variability in a metric, such as the voluntary separation rate across various
industries. We see a range in median voluntary separation rates by sector, with Professional
Services (12.9%) and Banking (12.0%) industries being the highest, according to our 2015
PwC Saratoga benchmarks. The Utilities industry is among the lowest at 6.0%. Differences
across organizations in different sectors, regions, size bands, etc. make finding the right
benchmark critical for attainable target-setting.
Professional
services
Banking
Insurance
Technology
Pharmaceuticals/
Life science
Communications/
Media
Asset management/
Other finance
Hospitals Retail and leisure
Engineering/
Manufacturing
Public sector Utlities
12.9% 12.0% 11.4% 11.1% 11.1% 10.1%
6.0%6.3%6.4%7.0%8.4%
Growing impact of
people analytics	 2
What the benchmarks
say about the state of
the workforce	3
People analytics trends:
#1: Building a people
analytics function	6
#2: Growing
dissatisfaction with
current approaches
to data governance	9
#3: Building targets and
benchmarks into
analytic tools	10
#4: Taking predictions
of flight risk to the
next level	13
Conclusion:
Insistent on insight	 16
Appendix	17
About PwC People
Analytics	20
Contacts &
Acknowledgments	21
Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 12
Contents
Growing impact of
people analytics	 2
What the benchmarks
say about the state of
the workforce	3
People analytics trends:
#1: Building a people
analytics function	6
#2: Growing
dissatisfaction with
current approaches
to data governance	9
#3: Building targets and
benchmarks into
analytic tools	10
#4: Taking predictions
of flight risk to the
next level	13
Conclusion:
Insistent on insight	 16
Appendix	17
About PwC People
Analytics	20
Contacts &
Acknowledgments	21
Utilizing people analytics in
compensation practices
Compensation, particularly with respect to incentives,
remains a hot button HR issue for organizations today.
Most organizations have tackled the wave of shareholder,
regulatory, and media scrutiny, but remain focused
on compensation strategy to appropriately reward
and recognize employees in ways that maximize their
employee value proposition. As people analytics come to
the forefront of HR, insights from data are playing more
heavily into those strategic compensation decisions.
Identifying the “right” compensation programs and mix for
the organization
The structure of management pay has shifted, with
payouts hinging much more heavily on pre-set, explicit,
data-based performance standards. Leaders are often
using analytics to answer questions like:
•	 Which corporate, business unit, and individual
metrics are most aligned with organization success?
Are there absolute cutoffs, or is relative performance
considered? How should these be incorporated into
incentive programs?	
•	 What is the appropriate payout curve and how sharply should
payouts vary based on performance?
Ensuring that participants understand the value of compensation
programs, and creating a clear line-of-sight to influence behaviors
Despite decreasing labor costs, spend on employee rewards remains
high across many industries. In order to maximize their investment,
organizations must weigh the economic costs with the value
proposition offered to employees, and find the right balance for
their workforce. People analytics functions are utilizing advanced
analyses of employee survey data as well as predictive models to
understand what provides the most “bang for the buck.” Leading edge
organizations are also conducting conjoint analysis, or “tradeoff”
surveys, to understand which incentives are most appealing to
employees, versus which are likely be discounted and thus ineffective.
But not lose sight of attraction and retention fundamentals
Companies have struggled to make do with limited merit budgets for
many years now. At the same time, they face a remarkably pitched
talent battle across many pivotal roles, whether those are hard-to-find
skillsets, high-volume jobs, or roles that produce a disproportionate
high level of value compared to others. Analyzing people data can
help to identify these pivotal roles and high performers in order to
ensure their rewards packages are working concertedly to attract and
recognize these individuals for long-term success.
Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 12
Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 13
Contents
People analytics Trend 4:
Taking predictions of flight risk
to the next level
Shoring up skill sets
Getting to “predictive” is the objective of many HR
departments as they begin their people analytics journeys.
Yet companies that have built such models recognize that it’s
not the end of the journey, but in fact just the beginning. The
question becomes, “What do we do with these results?”
We often see a significant skill gap in business partners’
ability to effectively interpret and use data. In fact, among
PwC Saratoga participants, about three-quarters use business
partners in their HR operating model.6
Yet only 31% of this
group said that most of their business partners have the
right level of analytical skill to interpret and use outputs of
predictive models to address business problems. And only
6% of our survey participants said that all (100%) of their
business partners had the right level of analytical skill.
6
PwC defines business partners as Director and above HR employees who
work primarily with senior business leaders designing and executing
business strategies
31%
of survey participants said that most of their business
partners have the right level of analytical skill
of survey participants said that all (100%) of their
business partners had the right level of analytical skill
6%
Growing impact of
people analytics	 2
What the benchmarks
say about the state of
the workforce	3
People analytics trends:
#1: Building a people
analytics function	6
#2: Growing
dissatisfaction with
current approaches
to data governance	9
#3: Building targets and
benchmarks into
analytic tools	10
#4: Taking predictions
of flight risk to the
next level	13
Conclusion:
Insistent on insight	 16
Appendix	17
About PwC People
Analytics	20
Contacts &
Acknowledgments	21
Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 14
Contents
Closing the gaps to cross the analytics divide
To take full advantage of the insight made possible by
people analytics, we see leading organizations taking a
number of next steps beyond model creation.
•	 Interrogate the results to gain a full understanding:
If high performers within one demographic group are a
high flight risk, ask “Why?” Follow-up analysis through
means such as focus groups may be necessary to flesh
out insights further.
•	 Establish a program to address the root causes: For
example, if manager effectiveness is found to be linked
to flight risks, that needs to be addressed through
systematic training and coaching enterprise-wide.
•	 Decide whether individualized outreach is
appropriate: Predictive results are often individual
employee level data that should be treated with
sensitivity. You should have a plan for how and when a
manager or HR representative broaches the issue with an
individual employee—or, in fact, if this should happen
at all.
•	 Communicate to stakeholders: The data can be
complex and needs to be explained in a consumable and
action-oriented manner. This communication should be
formulated in conjunction with a change management
plan to help others understand how these findings will be
integrated into day-to-day talent processes.
•	 Integrate the results into existing technologies:
Flight risk scores can be built into existing
dashboards and reports in order to track various
statistics (like actual turnover) by those flags.
Understanding the metric results for high and
low risk employees can help to inform retention
strategies across the organization.
•	 Refresh the data on an ongoing basis: The volume
of data sometimes requires the establishment of a
data warehouse, so that periodic snapshots of all
datapoints of interest are adequately captured in a
way that makes the data aggregation and analysis
a straightforward process. Many analytic tools can
further ease the process by linking the predictive
model directly to the employee source data, and
automatically re-scoring individuals.
Growing impact of
people analytics	 2
What the benchmarks
say about the state of
the workforce	3
People analytics trends:
#1: Building a people
analytics function	6
#2: Growing
dissatisfaction with
current approaches
to data governance	9
#3: Building targets and
benchmarks into
analytic tools	10
#4: Taking predictions
of flight risk to the
next level	13
Conclusion:
Insistent on insight	 16
Appendix	17
About PwC People
Analytics	20
Contacts &
Acknowledgments	21
Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 15
Contents
Growing impact of
people analytics	 2
What the benchmarks
say about the state of
the workforce	3
People analytics trends:
#1: Building a people
analytics function	6
#2: Growing
dissatisfaction with
current approaches
to data governance	9
#3: Building targets and
benchmarks into
analytic tools	10
#4: Taking predictions
of flight risk to the
next level	13
Conclusion:
Insistent on insight	 16
Appendix	17
About PwC People
Analytics	20
Contacts &
Acknowledgments	21
People analytics trends of
the future
With the advancement of technology tools and analytic
techniques in the market, the future of people analytics
is bright. There are a variety of trends on the horizon,
waiting for organizations to capitalize on their value in the
human capital arena. A few examples include:
•	 Wearable technologies. From smartwatches to fitness
devices, wearable technologies (or “wearables”)
are gaining momentum across the globe. As more
individuals embrace these gadgets, what if HR could
use data from these to boost productivity or monitor
employee health? Based on PwC’s 6th Annual Digital
IQ Survey, 54% of top performing companies will
be investing more in sensors in the coming year—
with the ubiquity of this technology, companies can
take advantage in the workforce by embedding into
employee badges or other devices. Ideas from leading
edge companies include tracking employee locations
on a factory floor to gain productivity data in real-time,
or gathering fitness application data to track employee
wellness metrics. A major barrier will be increasing
the comfort level of individuals with sharing this data
with employers, as only 21% of consumers reported being willing
to share more personal data with companies,7
a figure that could
likely be even lower among employees.
•	 Gamification. As companies use game simulations to engage users
across the realms of retail, sporting, classrooms, and others, the next
frontier will inevitably become the workplace. Some organizations
already tout the benefits of gamification in candidate assessments—
this could be taken a step further with efforts on workforce planning
or even employee surveys. Imagine the task of scenario planning
with HR and site managers, brainstorming different possibilities
of turnover spikes, declines in hiring, retirement waves—but fed
through a simulation in game format. Also imagine the multitude of
employee surveys that are sent out on an ongoing basis—but now
conducted in a way that recognizes individuals with virtual rewards
to encourage participation. The space for gamification techniques in
the people analytics area is plentiful.
•	 Social network analysis. With an increased focus on adaptability
and a connected employee experience, many organizations are
creating more permeable boundaries and flattening organizational
structures with the aim of creating a more efficient and flexible
workplace. As a result, work is increasingly occurring through
informal networks of relationships rather than through formal
reporting structures or prescribed work processes. Social
network analysis—a strategy for understanding complex webs
of relationships and connections—allows you to uncover these
hidden networks. Understanding the reach of individuals and
their connections to others across the organization not only
shows the interconnectedness of the company, but can also shed
light on the impact of employee engagement, for example. An
engaged employee who is central to the network can boost morale
and productivity, but similarly, a disengaged employee can be
destructive to the work environment. Social network analysis can
reveal exactly where positive work—and potential damage—might
be done through these key individuals.
Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 15
7
PwC’s 2015 CEO pulse on personal data
Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 16
Contents
Conclusion: Insistent on insight
As executives set the talent strategy for the future, people analytics
are poised to inform those decisions in a major way—if HR is up to the
challenge. Building out a people analytics function requires strategic
thought to the long-term roadmap for data, technology, programs,
and operating model—as well as the change management required
for full adoption.
Keeping up with the trends in people analytics is critical for
organizations to become more advanced, whether that’s building or
refining a data governance approach, building comparison data into
analytic tools, or taking action from predictive data. These are just
a few of the leading edge practices out there—with more emerging
each day, people analytics will advance rapidly over the coming years.
Growing impact of
people analytics	 2
What the benchmarks
say about the state of
the workforce	3
People analytics trends:
#1: Building a people
analytics function	6
#2: Growing
dissatisfaction with
current approaches
to data governance	9
#3: Building targets and
benchmarks into
analytic tools	10
#4: Taking predictions
of flight risk to the
next level	13
Conclusion:
Insistent on insight	 16
Appendix	17
About PwC People
Analytics	20
Contacts &
Acknowledgments	21
Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 17
Contents
Appendix: Additional data charts
Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 17
Results from PwC Saratoga’s 2015 Human Capital Effectiveness benchmarks represent US 2014
calendar year data from 435 participating organizations covering a range of industries, company
sizes, and revenue:
Represented industries: Represented company size:
Represented revenue size:
Aerospace & Defense
Asset Management
Association
Banking
Chemicals
Communication / Media
Construction
Consumer Packaged Goods
Education
Engineering / Manufacturing
Federal Contractor
Health Insurance
Hospitals
Non-Health Insurance
Pharmaceutical
Professional Services
Public Sector
Retail and Leisure
Technology
Utilities
3% 7%
4%
11%
13%
53%
19%
4% 5%
1% 8%
3% 20%
20%
2% 23%
2%
5% 9%
2% 8%
1%
17%
6%
4%
14%
4%
3%
10%
5%
3%
8%
5%
1 - 500
501 - 1,000
1,001 - 2,000
2,001 - 5,000
5,001 - 10,000
10,001 - 25,000
25,001 - 50,000
50,001+
Less than $100 million
$100 - 500 million
$500 million - 1 billion
$1 - 10 billion
More than $10 billion
Growing impact of
people analytics	 2
What the benchmarks
say about the state of
the workforce	3
People analytics trends:
#1: Building a people
analytics function	6
#2: Growing
dissatisfaction with
current approaches
to data governance	9
#3: Building targets and
benchmarks into
analytic tools	10
#4: Taking predictions
of flight risk to the
next level	13
Conclusion:
Insistent on insight	 16
Appendix	17
About PwC People
Analytics	20
Contacts &
Acknowledgments	21
Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 18
Contents Full results of people analytics market trends, based on PwC Saratoga member responses:
Does your organization have a dedicated
people analytics function?
Which other HR functions [also] produce reporting/analytics?
If yes, how many FTEs report to the
function?
Is creating/maturing your people
analytics function a strategic priority
for the next 1-3 years?
How do you expect the number of
resources in your analytics function
to change over the next 3 years?
Yes
46%
HRIS Compensation Recruiting
Learning &
development
Talent
management
Diversity
Yes
86%
Stay about
the same
50%
Increase
50%
No
54%
No
14%
1
23%
2-3
45%
4-5
14%
6+
18%
85%
61%
80% 67%
57% 43%
Decrease
0%
18Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks
Growing impact of
people analytics	 2
What the benchmarks
say about the state of
the workforce	3
People analytics trends:
#1: Building a people
analytics function	6
#2: Growing
dissatisfaction with
current approaches
to data governance	9
#3: Building targets and
benchmarks into
analytic tools	10
#4: Taking predictions
of flight risk to the
next level	13
Conclusion:
Insistent on insight	 16
Appendix	17
About PwC People
Analytics	20
Contacts &
Acknowledgments	21
Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 19
Contents What are the top 3 barriers to successfully producing people reports/analytics at your organization?
How satisfied are you with the
quality of the people data within your
organization?
Does your organization have business
partners?
What percentage of your business
partners have the right level of
analytical skill?
Multiple unintegrated
data sources
Poor data quality
Manual processes
Lack of agreement on
data definitions
Lack of sources
Lack of demand from
business leaders/
business partners
Lack of technology
solution
Poorly defined
business case
Lack of analytical
skills/expertise among
users
69% 56%
29%
50%
25%
46%
10%
29%
4%
Somewhat
satisfied
49%
Somewhat
dissatisfied
28%
Neither satisfied
or dissatisfied
13%
Very dissatisfied
4%Very satisfied
6%
Yes
74%
No
26%
11-20%
14%
21-30%
20%
31-40%
11%
41-50%
14%
51-60% 3%
61-70% 3%
71-80% 6%
81-90% 0%
91-100% 6%
0-10%
23%
19Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks
Growing impact of
people analytics	 2
What the benchmarks
say about the state of
the workforce	3
People analytics trends:
#1: Building a people
analytics function	6
#2: Growing
dissatisfaction with
current approaches
to data governance	9
#3: Building targets and
benchmarks into
analytic tools	10
#4: Taking predictions
of flight risk to the
next level	13
Conclusion:
Insistent on insight	 16
Appendix	17
About PwC People
Analytics	20
Contacts &
Acknowledgments	21
Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 20
Contents
About PwC People Analytics
Don’t just collect data. Generate insight.
There’s a quiet revolution taking place in human resources and talent
development departments around the world. Faced with a growing need for
meaningful insights into the workforce, companies are beginning to recognize the
enormous, untapped potential in what they already know, and what they could
know, about their own workforce. It’s called “people analytics,” and it’s changing
the way companies think about everything from attracting and developing talent
to employee engagement and retaining talent.
PwC is a global leader in people analytics because we go beyond simple data
reporting and surveying. We are a full-service people analytics provider, with a
thorough understanding of the specific workforce issues faced by companies in
your industry. We offer a broad range of services, from Saratoga benchmarking
to advanced analytics to comprehensive workforce surveying. PwC can also work
with you to build a people analytics capability that allows you to do more with
your data including Big-Data for HR. We help you to take the guesswork out of
your most important workforce decisions, supporting your efforts to improve
operational and financial results.
PwC, your full-service people analytics provider.
At PwC, we are passionate about our mission: to help our clients use their
workforce data to get better insights, and to use these insights to drive better
talent, financial, and operational results.
About PwC US
PwC US helps organizations and individuals create the value they’re looking for.
We’re a member of the PwC network of firms, which has firms in 157 countries
with more than 195,000 people. We’re committed to delivering quality in
assurance, tax, and advisory services. Find out more and tell us what matters to
you by visiting us at www.pwc.com/US.
Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 20
Growing impact of
people analytics	 2
What the benchmarks
say about the state of
the workforce	3
People analytics trends:
#1: Building a people
analytics function	6
#2: Growing
dissatisfaction with
current approaches
to data governance	9
#3: Building targets and
benchmarks into
analytic tools	10
#4: Taking predictions
of flight risk to the
next level	13
Conclusion:
Insistent on insight	 16
Appendix	17
About PwC People
Analytics	20
Contacts &
Acknowledgments	21
Contents
Contacts Acknowledgements
To have a conversation about your company’s
people analytics, please contact:
Nik Shah
(703) 918 1208
nik.shah@us.pwc.com
Rishi Agarwal
(408) 817 5101
rishi.agarwal@us.pwc.com
Scott Pollak
(408) 817 7446
scott.pollak@us.pwc.com
Ranjan Dutta
(703) 918 3009
ranjan.dutta@us.pwc.com
Kristina Dunphy
(415) 498 7078
kristina.dunphy@us.pwc.com
© 2015 PricewaterhouseCoopers LLP. All rights reserved. PwC refers to the United States member firm, and may sometimes refer to the PwC network. Each member firm is a separate legal entity.
Please see www.pwc.com/structure for further details. This document is for general information purposes only, and should not be used as a substitute for consultation with professional advisors.
MW-15-2230
Thank you to those that contributed ideas
and efforts to this publication, including:
Bhushan Sethi
PwC People & Change
Anthony Bruce
PwC UK People Analytics
Annie Goodyear
PwC Human Resource Services
Rick Ericson
PwC Human Resource Services
To learn more about PwC People Analytics,
how we can help you on your people analytics
journey, or to become a member of PwC Saratoga
benchmarking, please visit our website at
www.pwc.com/hr-analytics.
Growing impact of
people analytics	 2
What the benchmarks
say about the state of
the workforce	3
People analytics trends:
#1: Building a people
analytics function	6
#2: Growing
dissatisfaction with
current approaches
to data governance	9
#3: Building targets and
benchmarks into
analytic tools	10
#4: Taking predictions
of flight risk to the
next level	13
Conclusion:
Insistent on insight	 16
Appendix	17
About PwC People
Analytics	20
Contacts &
Acknowledgments	21

More Related Content

What's hot

World Economic Forum: The power of analytics for better and faster decisions ...
World Economic Forum: The power of analytics for better and faster decisions ...World Economic Forum: The power of analytics for better and faster decisions ...
World Economic Forum: The power of analytics for better and faster decisions ...
PwC
 
The Diversity Imperative: 14th Annual Australian Chief Executive Study
The Diversity Imperative: 14th Annual Australian Chief Executive StudyThe Diversity Imperative: 14th Annual Australian Chief Executive Study
The Diversity Imperative: 14th Annual Australian Chief Executive Study
PwC's Strategy&
 
Infrastructure Victoria - AZ/ZEV International Scan
Infrastructure Victoria - AZ/ZEV International ScanInfrastructure Victoria - AZ/ZEV International Scan
Infrastructure Victoria - AZ/ZEV International Scan
L.E.K. Consulting
 
PwC's Global Technology IPO Review -- Q1 2015
PwC's Global Technology IPO Review -- Q1 2015PwC's Global Technology IPO Review -- Q1 2015
PwC's Global Technology IPO Review -- Q1 2015
PwC
 
Navigating a digital-first home furnishings market
Navigating a digital-first home furnishings market Navigating a digital-first home furnishings market
Navigating a digital-first home furnishings market
L.E.K. Consulting
 
2016 Strategic Hospital Priorities Study
2016 Strategic Hospital Priorities Study2016 Strategic Hospital Priorities Study
2016 Strategic Hospital Priorities Study
L.E.K. Consulting
 
Intelligent Operations for Future-Ready Businesses | Accenture
Intelligent Operations for Future-Ready Businesses | AccentureIntelligent Operations for Future-Ready Businesses | Accenture
Intelligent Operations for Future-Ready Businesses | Accenture
accenture
 
IBOR transition: Opportunities and challenges for the asset management industry
IBOR transition: Opportunities and challenges for the asset management industryIBOR transition: Opportunities and challenges for the asset management industry
IBOR transition: Opportunities and challenges for the asset management industry
EY
 
Shaping the Sustainable Organization | Accenture
Shaping the Sustainable Organization | AccentureShaping the Sustainable Organization | Accenture
Shaping the Sustainable Organization | Accenture
accenture
 
Global Capital Confidence Barometer 21st edition
Global Capital Confidence Barometer 21st editionGlobal Capital Confidence Barometer 21st edition
Global Capital Confidence Barometer 21st edition
EY
 
The Electric Car Tipping Point
The Electric Car Tipping PointThe Electric Car Tipping Point
The Electric Car Tipping Point
Boston Consulting Group
 
EY Germany FinTech Landscape
EY Germany FinTech LandscapeEY Germany FinTech Landscape
EY Germany FinTech Landscape
EY
 
Medical Cost Trend: Behind the Numbers 2017
Medical Cost Trend: Behind the Numbers 2017Medical Cost Trend: Behind the Numbers 2017
Medical Cost Trend: Behind the Numbers 2017
PwC
 
How fit is your capital allocation strategy?
How fit is your capital allocation strategy? How fit is your capital allocation strategy?
How fit is your capital allocation strategy?
EY
 
Pursuing Customer Inspired Growth
Pursuing Customer Inspired GrowthPursuing Customer Inspired Growth
Pursuing Customer Inspired Growth
Kearney
 
Creating a Winning Recipe for a Meal Kits Program
Creating a Winning Recipe for a Meal Kits ProgramCreating a Winning Recipe for a Meal Kits Program
Creating a Winning Recipe for a Meal Kits Program
L.E.K. Consulting
 
18th Annual Global CEO Survey - Technology industry key findings
18th Annual Global CEO Survey - Technology industry key findings18th Annual Global CEO Survey - Technology industry key findings
18th Annual Global CEO Survey - Technology industry key findings
PwC
 
Australia: Taking Bigger Steps | A.T. Kearney
Australia: Taking Bigger Steps | A.T. KearneyAustralia: Taking Bigger Steps | A.T. Kearney
Australia: Taking Bigger Steps | A.T. Kearney
Kearney
 
Right Cloud Mindset: Survey Results Hospitality | Accenture
Right Cloud Mindset: Survey Results Hospitality | AccentureRight Cloud Mindset: Survey Results Hospitality | Accenture
Right Cloud Mindset: Survey Results Hospitality | Accenture
accenture
 
China Exit or Co-Investment Opportunities for German PE Investors
China Exit or Co-Investment Opportunities for German PE InvestorsChina Exit or Co-Investment Opportunities for German PE Investors
China Exit or Co-Investment Opportunities for German PE Investors
L.E.K. Consulting
 

What's hot (20)

World Economic Forum: The power of analytics for better and faster decisions ...
World Economic Forum: The power of analytics for better and faster decisions ...World Economic Forum: The power of analytics for better and faster decisions ...
World Economic Forum: The power of analytics for better and faster decisions ...
 
The Diversity Imperative: 14th Annual Australian Chief Executive Study
The Diversity Imperative: 14th Annual Australian Chief Executive StudyThe Diversity Imperative: 14th Annual Australian Chief Executive Study
The Diversity Imperative: 14th Annual Australian Chief Executive Study
 
Infrastructure Victoria - AZ/ZEV International Scan
Infrastructure Victoria - AZ/ZEV International ScanInfrastructure Victoria - AZ/ZEV International Scan
Infrastructure Victoria - AZ/ZEV International Scan
 
PwC's Global Technology IPO Review -- Q1 2015
PwC's Global Technology IPO Review -- Q1 2015PwC's Global Technology IPO Review -- Q1 2015
PwC's Global Technology IPO Review -- Q1 2015
 
Navigating a digital-first home furnishings market
Navigating a digital-first home furnishings market Navigating a digital-first home furnishings market
Navigating a digital-first home furnishings market
 
2016 Strategic Hospital Priorities Study
2016 Strategic Hospital Priorities Study2016 Strategic Hospital Priorities Study
2016 Strategic Hospital Priorities Study
 
Intelligent Operations for Future-Ready Businesses | Accenture
Intelligent Operations for Future-Ready Businesses | AccentureIntelligent Operations for Future-Ready Businesses | Accenture
Intelligent Operations for Future-Ready Businesses | Accenture
 
IBOR transition: Opportunities and challenges for the asset management industry
IBOR transition: Opportunities and challenges for the asset management industryIBOR transition: Opportunities and challenges for the asset management industry
IBOR transition: Opportunities and challenges for the asset management industry
 
Shaping the Sustainable Organization | Accenture
Shaping the Sustainable Organization | AccentureShaping the Sustainable Organization | Accenture
Shaping the Sustainable Organization | Accenture
 
Global Capital Confidence Barometer 21st edition
Global Capital Confidence Barometer 21st editionGlobal Capital Confidence Barometer 21st edition
Global Capital Confidence Barometer 21st edition
 
The Electric Car Tipping Point
The Electric Car Tipping PointThe Electric Car Tipping Point
The Electric Car Tipping Point
 
EY Germany FinTech Landscape
EY Germany FinTech LandscapeEY Germany FinTech Landscape
EY Germany FinTech Landscape
 
Medical Cost Trend: Behind the Numbers 2017
Medical Cost Trend: Behind the Numbers 2017Medical Cost Trend: Behind the Numbers 2017
Medical Cost Trend: Behind the Numbers 2017
 
How fit is your capital allocation strategy?
How fit is your capital allocation strategy? How fit is your capital allocation strategy?
How fit is your capital allocation strategy?
 
Pursuing Customer Inspired Growth
Pursuing Customer Inspired GrowthPursuing Customer Inspired Growth
Pursuing Customer Inspired Growth
 
Creating a Winning Recipe for a Meal Kits Program
Creating a Winning Recipe for a Meal Kits ProgramCreating a Winning Recipe for a Meal Kits Program
Creating a Winning Recipe for a Meal Kits Program
 
18th Annual Global CEO Survey - Technology industry key findings
18th Annual Global CEO Survey - Technology industry key findings18th Annual Global CEO Survey - Technology industry key findings
18th Annual Global CEO Survey - Technology industry key findings
 
Australia: Taking Bigger Steps | A.T. Kearney
Australia: Taking Bigger Steps | A.T. KearneyAustralia: Taking Bigger Steps | A.T. Kearney
Australia: Taking Bigger Steps | A.T. Kearney
 
Right Cloud Mindset: Survey Results Hospitality | Accenture
Right Cloud Mindset: Survey Results Hospitality | AccentureRight Cloud Mindset: Survey Results Hospitality | Accenture
Right Cloud Mindset: Survey Results Hospitality | Accenture
 
China Exit or Co-Investment Opportunities for German PE Investors
China Exit or Co-Investment Opportunities for German PE InvestorsChina Exit or Co-Investment Opportunities for German PE Investors
China Exit or Co-Investment Opportunities for German PE Investors
 

Viewers also liked

Putting digital technology and data to work for Tech CMO's
Putting digital technology and data to work for Tech CMO'sPutting digital technology and data to work for Tech CMO's
Putting digital technology and data to work for Tech CMO's
PwC
 
Moving digital transformation forward: Findings from the 2016 digital busines...
Moving digital transformation forward: Findings from the 2016 digital busines...Moving digital transformation forward: Findings from the 2016 digital busines...
Moving digital transformation forward: Findings from the 2016 digital busines...
Deloitte United States
 
Private Sector Opportunity to Improve Well-Being
Private Sector Opportunity to Improve Well-Being Private Sector Opportunity to Improve Well-Being
Private Sector Opportunity to Improve Well-Being
Boston Consulting Group
 
10 Steps To Sustainability
10 Steps To Sustainability10 Steps To Sustainability
10 Steps To Sustainability
Boston Consulting Group
 
The evolving value chain in life sciences
The evolving value chain in life sciencesThe evolving value chain in life sciences
The evolving value chain in life sciences
EY
 
Gauging Long Term Impact in the Social Sector
Gauging Long Term Impact in the Social SectorGauging Long Term Impact in the Social Sector
Gauging Long Term Impact in the Social Sector
Boston Consulting Group
 
Business Pulse - Dual perspectives on the top 10 risks and opportunities 2013...
Business Pulse - Dual perspectives on the top 10 risks and opportunities 2013...Business Pulse - Dual perspectives on the top 10 risks and opportunities 2013...
Business Pulse - Dual perspectives on the top 10 risks and opportunities 2013...
EY
 
The new revenue recognition standard for life sciences companies
The new revenue recognition standard for life sciences companiesThe new revenue recognition standard for life sciences companies
The new revenue recognition standard for life sciences companies
EY
 
Cultural Times - The first global map of cultural and creative industries
Cultural Times - The first global map of cultural and creative industriesCultural Times - The first global map of cultural and creative industries
Cultural Times - The first global map of cultural and creative industries
EY
 
McKinsey Quarterly 50th Anniversary Highlights
McKinsey Quarterly 50th Anniversary HighlightsMcKinsey Quarterly 50th Anniversary Highlights
McKinsey Quarterly 50th Anniversary Highlights
McKinsey & Company
 
TMT Outlook 2017: A new wave of advances offer opportunities and challenges
TMT Outlook 2017:  A new wave of advances offer opportunities and challengesTMT Outlook 2017:  A new wave of advances offer opportunities and challenges
TMT Outlook 2017: A new wave of advances offer opportunities and challenges
Deloitte United States
 
Findings on health information technology and electronic health records
Findings on health information technology and electronic health recordsFindings on health information technology and electronic health records
Findings on health information technology and electronic health records
Deloitte United States
 
McKinsey Global Institute Report - A labor market that works: Connecting tale...
McKinsey Global Institute Report - A labor market that works: Connecting tale...McKinsey Global Institute Report - A labor market that works: Connecting tale...
McKinsey Global Institute Report - A labor market that works: Connecting tale...
McKinsey & Company
 
From touchpoints to journeys: Seeing the world as customers do
From touchpoints to journeys: Seeing the world as customers doFrom touchpoints to journeys: Seeing the world as customers do
From touchpoints to journeys: Seeing the world as customers do
McKinsey & Company
 
How Collaboration Advances Your Sustainability Efforts
How Collaboration Advances Your Sustainability EffortsHow Collaboration Advances Your Sustainability Efforts
How Collaboration Advances Your Sustainability Efforts
Boston Consulting Group
 
Digital globalization: The new era of global flows
Digital globalization: The new era of global flowsDigital globalization: The new era of global flows
Digital globalization: The new era of global flows
McKinsey & Company
 
Bcg Consultants Love Life
Bcg  Consultants Love LifeBcg  Consultants Love Life
Bcg Consultants Love Life
nitinagarwalin
 
The Search for Meaning in B2B Marketing
The Search for Meaning in B2B MarketingThe Search for Meaning in B2B Marketing
The Search for Meaning in B2B Marketing
Velocity Partners
 
How Google Works
How Google WorksHow Google Works
How Google Works
Eric Schmidt
 
10 Powerful Body Language Tips for your next Presentation
10 Powerful Body Language Tips for your next Presentation10 Powerful Body Language Tips for your next Presentation
10 Powerful Body Language Tips for your next Presentation
SOAP Presentations
 

Viewers also liked (20)

Putting digital technology and data to work for Tech CMO's
Putting digital technology and data to work for Tech CMO'sPutting digital technology and data to work for Tech CMO's
Putting digital technology and data to work for Tech CMO's
 
Moving digital transformation forward: Findings from the 2016 digital busines...
Moving digital transformation forward: Findings from the 2016 digital busines...Moving digital transformation forward: Findings from the 2016 digital busines...
Moving digital transformation forward: Findings from the 2016 digital busines...
 
Private Sector Opportunity to Improve Well-Being
Private Sector Opportunity to Improve Well-Being Private Sector Opportunity to Improve Well-Being
Private Sector Opportunity to Improve Well-Being
 
10 Steps To Sustainability
10 Steps To Sustainability10 Steps To Sustainability
10 Steps To Sustainability
 
The evolving value chain in life sciences
The evolving value chain in life sciencesThe evolving value chain in life sciences
The evolving value chain in life sciences
 
Gauging Long Term Impact in the Social Sector
Gauging Long Term Impact in the Social SectorGauging Long Term Impact in the Social Sector
Gauging Long Term Impact in the Social Sector
 
Business Pulse - Dual perspectives on the top 10 risks and opportunities 2013...
Business Pulse - Dual perspectives on the top 10 risks and opportunities 2013...Business Pulse - Dual perspectives on the top 10 risks and opportunities 2013...
Business Pulse - Dual perspectives on the top 10 risks and opportunities 2013...
 
The new revenue recognition standard for life sciences companies
The new revenue recognition standard for life sciences companiesThe new revenue recognition standard for life sciences companies
The new revenue recognition standard for life sciences companies
 
Cultural Times - The first global map of cultural and creative industries
Cultural Times - The first global map of cultural and creative industriesCultural Times - The first global map of cultural and creative industries
Cultural Times - The first global map of cultural and creative industries
 
McKinsey Quarterly 50th Anniversary Highlights
McKinsey Quarterly 50th Anniversary HighlightsMcKinsey Quarterly 50th Anniversary Highlights
McKinsey Quarterly 50th Anniversary Highlights
 
TMT Outlook 2017: A new wave of advances offer opportunities and challenges
TMT Outlook 2017:  A new wave of advances offer opportunities and challengesTMT Outlook 2017:  A new wave of advances offer opportunities and challenges
TMT Outlook 2017: A new wave of advances offer opportunities and challenges
 
Findings on health information technology and electronic health records
Findings on health information technology and electronic health recordsFindings on health information technology and electronic health records
Findings on health information technology and electronic health records
 
McKinsey Global Institute Report - A labor market that works: Connecting tale...
McKinsey Global Institute Report - A labor market that works: Connecting tale...McKinsey Global Institute Report - A labor market that works: Connecting tale...
McKinsey Global Institute Report - A labor market that works: Connecting tale...
 
From touchpoints to journeys: Seeing the world as customers do
From touchpoints to journeys: Seeing the world as customers doFrom touchpoints to journeys: Seeing the world as customers do
From touchpoints to journeys: Seeing the world as customers do
 
How Collaboration Advances Your Sustainability Efforts
How Collaboration Advances Your Sustainability EffortsHow Collaboration Advances Your Sustainability Efforts
How Collaboration Advances Your Sustainability Efforts
 
Digital globalization: The new era of global flows
Digital globalization: The new era of global flowsDigital globalization: The new era of global flows
Digital globalization: The new era of global flows
 
Bcg Consultants Love Life
Bcg  Consultants Love LifeBcg  Consultants Love Life
Bcg Consultants Love Life
 
The Search for Meaning in B2B Marketing
The Search for Meaning in B2B MarketingThe Search for Meaning in B2B Marketing
The Search for Meaning in B2B Marketing
 
How Google Works
How Google WorksHow Google Works
How Google Works
 
10 Powerful Body Language Tips for your next Presentation
10 Powerful Body Language Tips for your next Presentation10 Powerful Body Language Tips for your next Presentation
10 Powerful Body Language Tips for your next Presentation
 

Similar to PwC Trends in the workforce

FPA-Trends-Survey-2022-SAP.pdf
FPA-Trends-Survey-2022-SAP.pdfFPA-Trends-Survey-2022-SAP.pdf
FPA-Trends-Survey-2022-SAP.pdf
James Myers
 
TCS 2021 Global Financial Leadership Study - The Next Era in Financial Planni...
TCS 2021 Global Financial Leadership Study - The Next Era in Financial Planni...TCS 2021 Global Financial Leadership Study - The Next Era in Financial Planni...
TCS 2021 Global Financial Leadership Study - The Next Era in Financial Planni...
Tata Consultancy Services
 
HR Joins the Analytics Revolution [REPORT]
HR Joins the Analytics Revolution [REPORT]HR Joins the Analytics Revolution [REPORT]
HR Joins the Analytics Revolution [REPORT]
Sage HR
 
Hbr hr-joins-the-analytics-revolution
Hbr hr-joins-the-analytics-revolutionHbr hr-joins-the-analytics-revolution
Hbr hr-joins-the-analytics-revolution
talently tica
 
HBR - HR Joins The Analytics Revolution
HBR - HR Joins The Analytics RevolutionHBR - HR Joins The Analytics Revolution
HBR - HR Joins The Analytics Revolution
Michael Cirrito
 
Driving A Data-Centric Culture: The Leadership Challenge
Driving A Data-Centric Culture: The Leadership ChallengeDriving A Data-Centric Culture: The Leadership Challenge
Driving A Data-Centric Culture: The Leadership Challenge
Platfora
 
Driving a data-centric culture
Driving a data-centric cultureDriving a data-centric culture
Driving a data-centric culture
The Economist Media Businesses
 
FP&A Trends Survey 2021
FP&A Trends Survey 2021FP&A Trends Survey 2021
FP&A Trends Survey 2021
James Myers
 
Modernizing Data Quality & Governance: Unlocking Performance & Reducing Risk
Modernizing Data Quality & Governance: Unlocking Performance & Reducing RiskModernizing Data Quality & Governance: Unlocking Performance & Reducing Risk
Modernizing Data Quality & Governance: Unlocking Performance & Reducing Risk
Worldwide Business Research
 
Cost of Poor Data Quality
Cost of Poor Data QualityCost of Poor Data Quality
Cost of Poor Data Quality
Jatin Parmar
 
Viability of HR Analytics
Viability of HR AnalyticsViability of HR Analytics
Viability of HR Analytics
Jonathan Gunter
 
3 Strategies to drive more data driven outcomes in financial services
3 Strategies to drive more data driven outcomes in financial services3 Strategies to drive more data driven outcomes in financial services
3 Strategies to drive more data driven outcomes in financial services
TamrMarketing
 
Incumbents - Strike Back
Incumbents - Strike BackIncumbents - Strike Back
Incumbents - Strike Back
Maricla Kandzorra
 
The Rise of the CAO: Why Companies Need a Centralized Analytics Leader
The Rise of the CAO: Why Companies Need a Centralized Analytics LeaderThe Rise of the CAO: Why Companies Need a Centralized Analytics Leader
The Rise of the CAO: Why Companies Need a Centralized Analytics Leader
Dun & Bradstreet
 
The Future of Talent Aquisition 2020.pdf
The Future of Talent Aquisition 2020.pdfThe Future of Talent Aquisition 2020.pdf
The Future of Talent Aquisition 2020.pdf
EMP Trust Solutions
 
Views From The C-Suite: Who's Big on Big Data
Views From The C-Suite: Who's Big on Big DataViews From The C-Suite: Who's Big on Big Data
Views From The C-Suite: Who's Big on Big Data
Platfora
 
Who's big on big data?
Who's big on big data?Who's big on big data?
Who's big on big data?
The Economist Media Businesses
 
Predictive and prescriptive analytics: Transform the finance function with gr...
Predictive and prescriptive analytics: Transform the finance function with gr...Predictive and prescriptive analytics: Transform the finance function with gr...
Predictive and prescriptive analytics: Transform the finance function with gr...
Grant Thornton LLP
 
Global Project Portfolio Management
Global Project Portfolio ManagementGlobal Project Portfolio Management
Global Project Portfolio Management
Silvestri Consulting
 
Charting a Course for the Future: A Report on Firm Preparedness
Charting a Course for the Future: A Report on Firm PreparednessCharting a Course for the Future: A Report on Firm Preparedness
Charting a Course for the Future: A Report on Firm Preparedness
Wolters Kluwer Tax & Accounting US
 

Similar to PwC Trends in the workforce (20)

FPA-Trends-Survey-2022-SAP.pdf
FPA-Trends-Survey-2022-SAP.pdfFPA-Trends-Survey-2022-SAP.pdf
FPA-Trends-Survey-2022-SAP.pdf
 
TCS 2021 Global Financial Leadership Study - The Next Era in Financial Planni...
TCS 2021 Global Financial Leadership Study - The Next Era in Financial Planni...TCS 2021 Global Financial Leadership Study - The Next Era in Financial Planni...
TCS 2021 Global Financial Leadership Study - The Next Era in Financial Planni...
 
HR Joins the Analytics Revolution [REPORT]
HR Joins the Analytics Revolution [REPORT]HR Joins the Analytics Revolution [REPORT]
HR Joins the Analytics Revolution [REPORT]
 
Hbr hr-joins-the-analytics-revolution
Hbr hr-joins-the-analytics-revolutionHbr hr-joins-the-analytics-revolution
Hbr hr-joins-the-analytics-revolution
 
HBR - HR Joins The Analytics Revolution
HBR - HR Joins The Analytics RevolutionHBR - HR Joins The Analytics Revolution
HBR - HR Joins The Analytics Revolution
 
Driving A Data-Centric Culture: The Leadership Challenge
Driving A Data-Centric Culture: The Leadership ChallengeDriving A Data-Centric Culture: The Leadership Challenge
Driving A Data-Centric Culture: The Leadership Challenge
 
Driving a data-centric culture
Driving a data-centric cultureDriving a data-centric culture
Driving a data-centric culture
 
FP&A Trends Survey 2021
FP&A Trends Survey 2021FP&A Trends Survey 2021
FP&A Trends Survey 2021
 
Modernizing Data Quality & Governance: Unlocking Performance & Reducing Risk
Modernizing Data Quality & Governance: Unlocking Performance & Reducing RiskModernizing Data Quality & Governance: Unlocking Performance & Reducing Risk
Modernizing Data Quality & Governance: Unlocking Performance & Reducing Risk
 
Cost of Poor Data Quality
Cost of Poor Data QualityCost of Poor Data Quality
Cost of Poor Data Quality
 
Viability of HR Analytics
Viability of HR AnalyticsViability of HR Analytics
Viability of HR Analytics
 
3 Strategies to drive more data driven outcomes in financial services
3 Strategies to drive more data driven outcomes in financial services3 Strategies to drive more data driven outcomes in financial services
3 Strategies to drive more data driven outcomes in financial services
 
Incumbents - Strike Back
Incumbents - Strike BackIncumbents - Strike Back
Incumbents - Strike Back
 
The Rise of the CAO: Why Companies Need a Centralized Analytics Leader
The Rise of the CAO: Why Companies Need a Centralized Analytics LeaderThe Rise of the CAO: Why Companies Need a Centralized Analytics Leader
The Rise of the CAO: Why Companies Need a Centralized Analytics Leader
 
The Future of Talent Aquisition 2020.pdf
The Future of Talent Aquisition 2020.pdfThe Future of Talent Aquisition 2020.pdf
The Future of Talent Aquisition 2020.pdf
 
Views From The C-Suite: Who's Big on Big Data
Views From The C-Suite: Who's Big on Big DataViews From The C-Suite: Who's Big on Big Data
Views From The C-Suite: Who's Big on Big Data
 
Who's big on big data?
Who's big on big data?Who's big on big data?
Who's big on big data?
 
Predictive and prescriptive analytics: Transform the finance function with gr...
Predictive and prescriptive analytics: Transform the finance function with gr...Predictive and prescriptive analytics: Transform the finance function with gr...
Predictive and prescriptive analytics: Transform the finance function with gr...
 
Global Project Portfolio Management
Global Project Portfolio ManagementGlobal Project Portfolio Management
Global Project Portfolio Management
 
Charting a Course for the Future: A Report on Firm Preparedness
Charting a Course for the Future: A Report on Firm PreparednessCharting a Course for the Future: A Report on Firm Preparedness
Charting a Course for the Future: A Report on Firm Preparedness
 

More from PwC

2017 Top Issues - Financial Reporting Modernization - January 2017
2017 Top Issues - Financial Reporting Modernization - January 20172017 Top Issues - Financial Reporting Modernization - January 2017
2017 Top Issues - Financial Reporting Modernization - January 2017
PwC
 
2017 Top Issues - DOL Fiduciary Rule - January 2017
2017 Top Issues - DOL Fiduciary Rule - January 20172017 Top Issues - DOL Fiduciary Rule - January 2017
2017 Top Issues - DOL Fiduciary Rule - January 2017
PwC
 
2017 Top Issues - Changing Business Models - January 2017
2017 Top Issues -  Changing Business Models  - January 20172017 Top Issues -  Changing Business Models  - January 2017
2017 Top Issues - Changing Business Models - January 2017
PwC
 
2017 Top Issues Core Transformation - January 2017
2017 Top Issues Core Transformation - January 20172017 Top Issues Core Transformation - January 2017
2017 Top Issues Core Transformation - January 2017
PwC
 
PwC Insurance deals insights
PwC Insurance deals insights PwC Insurance deals insights
PwC Insurance deals insights
PwC
 
Chain Reaction: How Blockchain Technology Might Transform Wholesale Insurance
Chain Reaction: How Blockchain Technology Might Transform Wholesale InsuranceChain Reaction: How Blockchain Technology Might Transform Wholesale Insurance
Chain Reaction: How Blockchain Technology Might Transform Wholesale Insurance
PwC
 
In depth: New financial instruments impairment model
In depth: New financial instruments impairment modelIn depth: New financial instruments impairment model
In depth: New financial instruments impairment model
PwC
 
Advancing internal audit analytics
Advancing internal audit analytics Advancing internal audit analytics
Advancing internal audit analytics
PwC
 
Fintech Insurance Report -June 2016
Fintech Insurance Report -June 2016Fintech Insurance Report -June 2016
Fintech Insurance Report -June 2016
PwC
 
Stepping into the cockpit- Redefining finance's role in the digital age
Stepping into the cockpit- Redefining finance's role in the digital ageStepping into the cockpit- Redefining finance's role in the digital age
Stepping into the cockpit- Redefining finance's role in the digital age
PwC
 
PwC Loyalty Programs - Revenue Recognition
PwC Loyalty Programs - Revenue RecognitionPwC Loyalty Programs - Revenue Recognition
PwC Loyalty Programs - Revenue Recognition
PwC
 
PwC Insurance -Stress-testing
PwC Insurance -Stress-testingPwC Insurance -Stress-testing
PwC Insurance -Stress-testing
PwC
 
International Capital Standard (ICS) Background
International Capital Standard (ICS) Background International Capital Standard (ICS) Background
International Capital Standard (ICS) Background
PwC
 
PwC Managing Agent Change Report
PwC Managing Agent Change Report PwC Managing Agent Change Report
PwC Managing Agent Change Report
PwC
 
In depth: The leasing standard
In depth: The leasing standardIn depth: The leasing standard
In depth: The leasing standard
PwC
 
Medical Cost Trend: Behind the Numbers 2017
Medical Cost Trend: Behind the Numbers 2017Medical Cost Trend: Behind the Numbers 2017
Medical Cost Trend: Behind the Numbers 2017
PwC
 
PwC Lease Accounting Guide
PwC Lease Accounting GuidePwC Lease Accounting Guide
PwC Lease Accounting Guide
PwC
 
InsurTech: PwC Top Issues
InsurTech: PwC Top IssuesInsurTech: PwC Top Issues
InsurTech: PwC Top Issues
PwC
 
Artificial intelligence: PwC Top Issues
Artificial intelligence: PwC Top IssuesArtificial intelligence: PwC Top Issues
Artificial intelligence: PwC Top Issues
PwC
 
Regulatory Environment: PwC Top Issues
Regulatory Environment: PwC Top Issues  Regulatory Environment: PwC Top Issues
Regulatory Environment: PwC Top Issues
PwC
 

More from PwC (20)

2017 Top Issues - Financial Reporting Modernization - January 2017
2017 Top Issues - Financial Reporting Modernization - January 20172017 Top Issues - Financial Reporting Modernization - January 2017
2017 Top Issues - Financial Reporting Modernization - January 2017
 
2017 Top Issues - DOL Fiduciary Rule - January 2017
2017 Top Issues - DOL Fiduciary Rule - January 20172017 Top Issues - DOL Fiduciary Rule - January 2017
2017 Top Issues - DOL Fiduciary Rule - January 2017
 
2017 Top Issues - Changing Business Models - January 2017
2017 Top Issues -  Changing Business Models  - January 20172017 Top Issues -  Changing Business Models  - January 2017
2017 Top Issues - Changing Business Models - January 2017
 
2017 Top Issues Core Transformation - January 2017
2017 Top Issues Core Transformation - January 20172017 Top Issues Core Transformation - January 2017
2017 Top Issues Core Transformation - January 2017
 
PwC Insurance deals insights
PwC Insurance deals insights PwC Insurance deals insights
PwC Insurance deals insights
 
Chain Reaction: How Blockchain Technology Might Transform Wholesale Insurance
Chain Reaction: How Blockchain Technology Might Transform Wholesale InsuranceChain Reaction: How Blockchain Technology Might Transform Wholesale Insurance
Chain Reaction: How Blockchain Technology Might Transform Wholesale Insurance
 
In depth: New financial instruments impairment model
In depth: New financial instruments impairment modelIn depth: New financial instruments impairment model
In depth: New financial instruments impairment model
 
Advancing internal audit analytics
Advancing internal audit analytics Advancing internal audit analytics
Advancing internal audit analytics
 
Fintech Insurance Report -June 2016
Fintech Insurance Report -June 2016Fintech Insurance Report -June 2016
Fintech Insurance Report -June 2016
 
Stepping into the cockpit- Redefining finance's role in the digital age
Stepping into the cockpit- Redefining finance's role in the digital ageStepping into the cockpit- Redefining finance's role in the digital age
Stepping into the cockpit- Redefining finance's role in the digital age
 
PwC Loyalty Programs - Revenue Recognition
PwC Loyalty Programs - Revenue RecognitionPwC Loyalty Programs - Revenue Recognition
PwC Loyalty Programs - Revenue Recognition
 
PwC Insurance -Stress-testing
PwC Insurance -Stress-testingPwC Insurance -Stress-testing
PwC Insurance -Stress-testing
 
International Capital Standard (ICS) Background
International Capital Standard (ICS) Background International Capital Standard (ICS) Background
International Capital Standard (ICS) Background
 
PwC Managing Agent Change Report
PwC Managing Agent Change Report PwC Managing Agent Change Report
PwC Managing Agent Change Report
 
In depth: The leasing standard
In depth: The leasing standardIn depth: The leasing standard
In depth: The leasing standard
 
Medical Cost Trend: Behind the Numbers 2017
Medical Cost Trend: Behind the Numbers 2017Medical Cost Trend: Behind the Numbers 2017
Medical Cost Trend: Behind the Numbers 2017
 
PwC Lease Accounting Guide
PwC Lease Accounting GuidePwC Lease Accounting Guide
PwC Lease Accounting Guide
 
InsurTech: PwC Top Issues
InsurTech: PwC Top IssuesInsurTech: PwC Top Issues
InsurTech: PwC Top Issues
 
Artificial intelligence: PwC Top Issues
Artificial intelligence: PwC Top IssuesArtificial intelligence: PwC Top Issues
Artificial intelligence: PwC Top Issues
 
Regulatory Environment: PwC Top Issues
Regulatory Environment: PwC Top Issues  Regulatory Environment: PwC Top Issues
Regulatory Environment: PwC Top Issues
 

Recently uploaded

Pricing sophistication - auto insurance telematics
Pricing sophistication - auto insurance telematicsPricing sophistication - auto insurance telematics
Pricing sophistication - auto insurance telematics
Matteo Carbone
 
THE IMPORTANCE OF CODING IN DEVOPS EXPLANATION
THE IMPORTANCE OF CODING IN DEVOPS EXPLANATIONTHE IMPORTANCE OF CODING IN DEVOPS EXPLANATION
THE IMPORTANCE OF CODING IN DEVOPS EXPLANATION
hrajkumar444
 
1234567891011121314151617181920212223242
12345678910111213141516171819202122232421234567891011121314151617181920212223242
1234567891011121314151617181920212223242
fauzanal343
 
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
dimplekumaridk322
 
ConvertKit: Best Email Marketing Tool for 2024
ConvertKit: Best Email Marketing Tool for 2024ConvertKit: Best Email Marketing Tool for 2024
ConvertKit: Best Email Marketing Tool for 2024
Rakesh Jalan
 
DEKISH ELEVATOR INDIA PVT LTD Brochure.pdf
DEKISH ELEVATOR INDIA PVT LTD Brochure.pdfDEKISH ELEVATOR INDIA PVT LTD Brochure.pdf
DEKISH ELEVATOR INDIA PVT LTD Brochure.pdf
unosafeads
 
A STUDY OF MUTUAL FUND OF BANK OF INDIA .pdf
A STUDY OF MUTUAL FUND  OF BANK OF INDIA .pdfA STUDY OF MUTUAL FUND  OF BANK OF INDIA .pdf
A STUDY OF MUTUAL FUND OF BANK OF INDIA .pdf
rsonics22
 
Mandated reporting powerpoint to help with understanding your role
Mandated reporting powerpoint to help with understanding your roleMandated reporting powerpoint to help with understanding your role
Mandated reporting powerpoint to help with understanding your role
khidalgo2
 
Staffan Canback - The 18 Rays of Project Management
Staffan Canback - The 18 Rays of Project ManagementStaffan Canback - The 18 Rays of Project Management
Staffan Canback - The 18 Rays of Project Management
Tellusant, Inc.
 
Entrepreneurial mindset: An Introduction to Entrepreneurship
Entrepreneurial mindset: An Introduction to EntrepreneurshipEntrepreneurial mindset: An Introduction to Entrepreneurship
Entrepreneurial mindset: An Introduction to Entrepreneurship
Sanjay Joshi
 
Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...
Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...
Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...
Aggregage
 
Girls Call Kharghar 9910780858 Provide Best And Top Girl Service And No1 in City
Girls Call Kharghar 9910780858 Provide Best And Top Girl Service And No1 in CityGirls Call Kharghar 9910780858 Provide Best And Top Girl Service And No1 in City
Girls Call Kharghar 9910780858 Provide Best And Top Girl Service And No1 in City
maigasapphire
 
Guide to Obtaining a Money Changer License in Singapore
Guide to Obtaining a Money Changer License in SingaporeGuide to Obtaining a Money Changer License in Singapore
Guide to Obtaining a Money Changer License in Singapore
Enterslice
 
WAM Corporate Presentation July 2024.pdf
WAM Corporate Presentation July 2024.pdfWAM Corporate Presentation July 2024.pdf
WAM Corporate Presentation July 2024.pdf
Western Alaska Minerals Corp.
 
KineMaster Diamond APK v7.3.11.32200 (4K HD, No Watermark)
KineMaster Diamond APK v7.3.11.32200 (4K HD, No Watermark)KineMaster Diamond APK v7.3.11.32200 (4K HD, No Watermark)
KineMaster Diamond APK v7.3.11.32200 (4K HD, No Watermark)
APKs Pure
 
Case study on Indian Ecommerce logistics
Case study on Indian Ecommerce logisticsCase study on Indian Ecommerce logistics
Case study on Indian Ecommerce logistics
UnheardShayari
 
Innovation Hub_ Spotlight on Toms River's Role as a Beacon for Entrepreneuria...
Innovation Hub_ Spotlight on Toms River's Role as a Beacon for Entrepreneuria...Innovation Hub_ Spotlight on Toms River's Role as a Beacon for Entrepreneuria...
Innovation Hub_ Spotlight on Toms River's Role as a Beacon for Entrepreneuria...
Philip M Caputo
 
PAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAA
PAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAAPAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAA
PAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAA
lawrenceads01
 
MEA Union Budget 2024-25 Final Presentation
MEA Union Budget 2024-25 Final PresentationMEA Union Budget 2024-25 Final Presentation
MEA Union Budget 2024-25 Final Presentation
PhysicsUtu
 
Cryptocurrency KYC Policies: Comparing Binance KYC Bypass with Rivals
Cryptocurrency KYC Policies: Comparing Binance KYC Bypass with RivalsCryptocurrency KYC Policies: Comparing Binance KYC Bypass with Rivals
Cryptocurrency KYC Policies: Comparing Binance KYC Bypass with Rivals
Any kyc Account
 

Recently uploaded (20)

Pricing sophistication - auto insurance telematics
Pricing sophistication - auto insurance telematicsPricing sophistication - auto insurance telematics
Pricing sophistication - auto insurance telematics
 
THE IMPORTANCE OF CODING IN DEVOPS EXPLANATION
THE IMPORTANCE OF CODING IN DEVOPS EXPLANATIONTHE IMPORTANCE OF CODING IN DEVOPS EXPLANATION
THE IMPORTANCE OF CODING IN DEVOPS EXPLANATION
 
1234567891011121314151617181920212223242
12345678910111213141516171819202122232421234567891011121314151617181920212223242
1234567891011121314151617181920212223242
 
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
 
ConvertKit: Best Email Marketing Tool for 2024
ConvertKit: Best Email Marketing Tool for 2024ConvertKit: Best Email Marketing Tool for 2024
ConvertKit: Best Email Marketing Tool for 2024
 
DEKISH ELEVATOR INDIA PVT LTD Brochure.pdf
DEKISH ELEVATOR INDIA PVT LTD Brochure.pdfDEKISH ELEVATOR INDIA PVT LTD Brochure.pdf
DEKISH ELEVATOR INDIA PVT LTD Brochure.pdf
 
A STUDY OF MUTUAL FUND OF BANK OF INDIA .pdf
A STUDY OF MUTUAL FUND  OF BANK OF INDIA .pdfA STUDY OF MUTUAL FUND  OF BANK OF INDIA .pdf
A STUDY OF MUTUAL FUND OF BANK OF INDIA .pdf
 
Mandated reporting powerpoint to help with understanding your role
Mandated reporting powerpoint to help with understanding your roleMandated reporting powerpoint to help with understanding your role
Mandated reporting powerpoint to help with understanding your role
 
Staffan Canback - The 18 Rays of Project Management
Staffan Canback - The 18 Rays of Project ManagementStaffan Canback - The 18 Rays of Project Management
Staffan Canback - The 18 Rays of Project Management
 
Entrepreneurial mindset: An Introduction to Entrepreneurship
Entrepreneurial mindset: An Introduction to EntrepreneurshipEntrepreneurial mindset: An Introduction to Entrepreneurship
Entrepreneurial mindset: An Introduction to Entrepreneurship
 
Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...
Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...
Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...
 
Girls Call Kharghar 9910780858 Provide Best And Top Girl Service And No1 in City
Girls Call Kharghar 9910780858 Provide Best And Top Girl Service And No1 in CityGirls Call Kharghar 9910780858 Provide Best And Top Girl Service And No1 in City
Girls Call Kharghar 9910780858 Provide Best And Top Girl Service And No1 in City
 
Guide to Obtaining a Money Changer License in Singapore
Guide to Obtaining a Money Changer License in SingaporeGuide to Obtaining a Money Changer License in Singapore
Guide to Obtaining a Money Changer License in Singapore
 
WAM Corporate Presentation July 2024.pdf
WAM Corporate Presentation July 2024.pdfWAM Corporate Presentation July 2024.pdf
WAM Corporate Presentation July 2024.pdf
 
KineMaster Diamond APK v7.3.11.32200 (4K HD, No Watermark)
KineMaster Diamond APK v7.3.11.32200 (4K HD, No Watermark)KineMaster Diamond APK v7.3.11.32200 (4K HD, No Watermark)
KineMaster Diamond APK v7.3.11.32200 (4K HD, No Watermark)
 
Case study on Indian Ecommerce logistics
Case study on Indian Ecommerce logisticsCase study on Indian Ecommerce logistics
Case study on Indian Ecommerce logistics
 
Innovation Hub_ Spotlight on Toms River's Role as a Beacon for Entrepreneuria...
Innovation Hub_ Spotlight on Toms River's Role as a Beacon for Entrepreneuria...Innovation Hub_ Spotlight on Toms River's Role as a Beacon for Entrepreneuria...
Innovation Hub_ Spotlight on Toms River's Role as a Beacon for Entrepreneuria...
 
PAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAA
PAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAAPAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAA
PAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAA
 
MEA Union Budget 2024-25 Final Presentation
MEA Union Budget 2024-25 Final PresentationMEA Union Budget 2024-25 Final Presentation
MEA Union Budget 2024-25 Final Presentation
 
Cryptocurrency KYC Policies: Comparing Binance KYC Bypass with Rivals
Cryptocurrency KYC Policies: Comparing Binance KYC Bypass with RivalsCryptocurrency KYC Policies: Comparing Binance KYC Bypass with Rivals
Cryptocurrency KYC Policies: Comparing Binance KYC Bypass with Rivals
 

PwC Trends in the workforce

  • 1. Contents http://www.pwc.com/hr-analytics Trends in People Analytics With excerpts from the 2015 PwC Saratoga Benchmarks Growing impact of people analytics 2 What the benchmarks say about the state of the workforce 3 People analytics trends: #1: Building a people analytics function 6 #2: Growing dissatisfaction with current approaches to data governance 9 #3: Building targets and benchmarks into analytic tools 10 #4: Taking predictions of flight risk to the next level 13 Conclusion: Insistent on insight 16 Appendix 17 About PwC People Analytics 20 Contacts & Acknowledgments 21
  • 2. Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 2 Contents Growing impact of people analytics Talent is top of mind to senior executives, and that is more evident than ever today. For the first time in eight years, results from PwC’s Annual CEO Survey show that 34% of US CEOs are “extremely concerned” about the availability of key skills.1 They are right to be concerned—talent drives the top line. It drives the achievement of business strategy. It creates innovation, controls cost, and drives change. And, according to PwC Saratoga US Human Capital Effectiveness benchmarks, issues related to talent should be a high priority for CEOs. Executives are increasingly pressuring HR to produce evidence-based insight on critical talent to develop solutions: Do we have the right talent mix to achieve our business objectives? How engaged are our top performers in aligning to the new business strategy? Can we do more to predict who are going to be the right leaders of the future and what experiences we should give them? Can we identify potential talent flight risks in our most important roles? People analytics is a new domain for most HR departments. A new function is being born as companies look to better drive the return on their investments in people. The old approaches of “gut feel,” and “doing what everybody else is doing” are not sufficient anymore. We believe in making decisions based on evidence, not hunches. This reports highlights our recently published PwC Saratoga benchmarks, and from those, several improvement opportunities leaders may examine related to their people. In last year’s summary, we provided several trends in people analytics, which we still see as relevant solutions to today’s workforce issues. However, there are a number of new people analytics trends we outline in this report. 1 PwC’s 18th Annual CEO Survey With 34% of US CEOs “extremely concerned” about the availability of key skills,1 the need for hard data on people is greater than ever before. Growing impact of people analytics 2 What the benchmarks say about the state of the workforce 3 People analytics trends: #1: Building a people analytics function 6 #2: Growing dissatisfaction with current approaches to data governance 9 #3: Building targets and benchmarks into analytic tools 10 #4: Taking predictions of flight risk to the next level 13 Conclusion: Insistent on insight 16 Appendix 17 About PwC People Analytics 20 Contacts & Acknowledgments 21
  • 3. Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 3 Contents The recently released PwC Saratoga Human Capital Effectiveness benchmarks represent 2014 calendar year data from the US entities of 435 participating organizations covering a range of industries, company sizes, and revenue. All results shown reflect median benchmark values across participating organizations. Return on workforce investment is declining A critical measure of workforce productivity, Labor Cost Revenue Percent, rose from 28.2% to 29.9%, indicating a decline in return on workforce investment. Though productivity has remained high in post-recession years, it is leveling off after several years of consistent increases; the decline in Labor Cost Revenue Percent2 was primarily driven by a decrease in Revenue per Full-Time Equivalent (FTE)(from $404,058 to $370,552). Despite a drop in Labor Cost per FTE (from $102,294 to $98,988), companies earned less revenue on their investment. Organizations may be hesitant to continue to invest in talent the way they were as the economy bounced back several years prior; however, this lack of investment may cause productivity to decline over the long term. What the benchmarks say about the state of the workforce 2011 2012 2013 2014 Labor cost per FTE 30.3% 28.8% 28.2% 29.9% Labor cost revenue percent Revenue per FTE $338,773 $102,210 $101,566 $102,294 $98,988 $370,399 $404,058 $370,552 2 PwC defines Labor Costs as the sum of compensation cost and benefits cost Growing impact of people analytics 2 What the benchmarks say about the state of the workforce 3 People analytics trends: #1: Building a people analytics function 6 #2: Growing dissatisfaction with current approaches to data governance 9 #3: Building targets and benchmarks into analytic tools 10 #4: Taking predictions of flight risk to the next level 13 Conclusion: Insistent on insight 16 Appendix 17 About PwC People Analytics 20 Contacts & Acknowledgments 21
  • 4. Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 4 Contents High potential promotions slip Similar to high performers, high potentials are also showing concerning career trends. High Potential Promotion Rate4 decreased from 19.6% to 18.3%, while overall Promotion Rate increased from 8.6% to 9.0%. This is the smallest differential between the two in several years, indicating that high potential promotion readiness may be an area of needed focus for leadership development programs today. Voluntary separation rate High potential promotion rate High performer separation rate Promotion rate 2011 2012 2013 2014 2011 2012 2013 2014 8.0% 17.3% 4.4% 8.0% 5.0% 8.1% 6.0% 8.6% 5.9% 9.0% 8.4% 22.4%8.8% 19.6%8.7% 18.3% High performer turnover trend continues Turnover decreased in 2014—however, the proportion of high performers leaving remains concerning. With overall Voluntary Separation Rate dropping from 8.8% to 8.7%, and High Performer Separation Rate3 dropping from 6.0% to 5.9%, the gap between the two remains quite narrow. High performers, despite being among the most valuable employees, are not being driven to stay with their organizations. 3 PwC defines high performers as employees with performance ratings in the top 20% of the organization 4 PwC defines high potentials as individual contributors or management level employees identified by the organization as having leadership potential and are in line to move into a more senior role Growing impact of people analytics 2 What the benchmarks say about the state of the workforce 3 People analytics trends: #1: Building a people analytics function 6 #2: Growing dissatisfaction with current approaches to data governance 9 #3: Building targets and benchmarks into analytic tools 10 #4: Taking predictions of flight risk to the next level 13 Conclusion: Insistent on insight 16 Appendix 17 About PwC People Analytics 20 Contacts & Acknowledgments 21
  • 5. Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 5 Contents Investment in HR increases As HR is increasingly being asked to solve strategic human capital issues, the function is receiving increased funding to deliver. Building a people analytics function#1 Growing dissatisfaction with current approaches to data governance#2 Building targets and benchmarks into analytic tools#3 Taking predictions of flight risk to the next level#4 Diversity stalls Headcount of diverse leaders is also declining somewhat after showing progress for several years. Ethnically Diverse Executive Headcount Percent decreased from 11.6% to 10.7%, and Female Executive Headcount Percent declined from 26.7% to 25.7%. As diversity programs gain more attention, a lack of progress tends to call into question the effectiveness of efforts in this area. Ethnically diverse executive headcount percent HR costs per employee Female executive headcount percent 2011 2012 2013 2014 2011 2012 2013 2014 7.7% $1,610 25.0% 25.4% 26.7% 25.7% 10.5% $1,923 11.6% $1,995 10.7% $2,015 For leaders, these results raise the question, “How do we improve?” The rise of people analytics and an abundance of data provides the opportunity to analyze root causes for critical human capital issues through programs such as employee surveys, predictive modeling, and advanced workforce data analysis. Trends in people analytics To execute on those programs more effectively, we are seeing the following trends commonly appear in this area: Growing impact of people analytics 2 What the benchmarks say about the state of the workforce 3 People analytics trends: #1: Building a people analytics function 6 #2: Growing dissatisfaction with current approaches to data governance 9 #3: Building targets and benchmarks into analytic tools 10 #4: Taking predictions of flight risk to the next level 13 Conclusion: Insistent on insight 16 Appendix 17 About PwC People Analytics 20 Contacts & Acknowledgments 21
  • 6. Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 6 Contents People analytics Trend 1: Building a people analytics function Organizations are quickly recognizing that they need a dedicated people analytics function in order to produce insights from the complex data that is gathered across the employee lifecycle. Investment in people analytics is on the rise In a recent pulse survey, a stunning 86% of PwC Saratoga participants reported that creating or maturing their people analytics function is a strategic priority for the next one-to-three years. And nearly one- half (46%) of those organizations already have a dedicated people analytics function. Today, the median organization in our database has one individual focused on people analytics per 3,567 employees. Not one participant expected to see a decline in the resources dedicated to people analytics over the next three years. In fact, every one of our participants said they expect the number of resources to increase or at least remain consistent with today’s levels. Data integration and insight are primary objectives Many organizations recognize that the reason they need a standing function is the level of effort involved in successfully driving the production, distribution, and adoption of analysis, reports, and insight. When asked about the biggest barriers to successfully producing workforce reports and analytics, the top response was the presence of “multiple unintegrated sources” of people and organizational data, all of which needs to be synthesized to support meaningful analysis. More than one-half (69%) of participants cited this challenge as a top barrier to a successful program. Another major concern was the extent of “manual processes” required to produce reports and analytics, with more than one-half (56%) citing this issue. 86% 46% Participants reported that creating or maturing their people analytics function is a strategic priority Already have a dedicated people analytics function Growing impact of people analytics 2 What the benchmarks say about the state of the workforce 3 People analytics trends: #1: Building a people analytics function 6 #2: Growing dissatisfaction with current approaches to data governance 9 #3: Building targets and benchmarks into analytic tools 10 #4: Taking predictions of flight risk to the next level 13 Conclusion: Insistent on insight 16 Appendix 17 About PwC People Analytics 20 Contacts & Acknowledgments 21
  • 7. Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 7 Contents But building a sustainable people analytics capability requires more than a technology tool, whether an organization wants to achieve foundational success— or become more advanced, or even leading edge. We find that developing people analytics is a journey for most organizations; the stages are depicted in the graphic below. Only a full strategy and adoption plan will enable sustainable impact and long-term success. Without the right functional roadmap, data processes, programs, operating model, training, and change management in place, organizations will fail to realize the full return on their technology investment. Maturity of Programs, People, Technology and Data Foundational Advanced Leadingedge BusinessImpact I need basic analytics I need the data to be right Analytics should be easy to produce And I need analytics now I need analytics to solve business problems All of my data should be in one place We need analytics to make a strong impact on how HR partners with the business HR has an opportunity to transform the enterprise through analytics To rethink our approach to talent and execute differently And bring our businesses and functions together People Analytics Journey at a Glance The solution: Too much for technology tools alone Many analytic technology solutions are emerging in the market to address these concerns, and the interest from participating organizations has been significant. Organizations across industries are investing in or creating the business case for building or buying a technology solution to join siloed data sources and automate processes. Based on PwC’s 2014 HR Technology Survey,5 56% of organizations have a formal HR Technology roadmap/strategy, and 25% plan to move their HR analytic technology to the cloud over the next one-to-three years. 5 PwC’s 2014 HR Technology Survey: Moving HR to the Cloud? Navigate key barriers to boost success Growing impact of people analytics 2 What the benchmarks say about the state of the workforce 3 People analytics trends: #1: Building a people analytics function 6 #2: Growing dissatisfaction with current approaches to data governance 9 #3: Building targets and benchmarks into analytic tools 10 #4: Taking predictions of flight risk to the next level 13 Conclusion: Insistent on insight 16 Appendix 17 About PwC People Analytics 20 Contacts & Acknowledgments 21
  • 8. Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 8 Contents Growing impact of people analytics 2 What the benchmarks say about the state of the workforce 3 People analytics trends: #1: Building a people analytics function 6 #2: Growing dissatisfaction with current approaches to data governance 9 #3: Building targets and benchmarks into analytic tools 10 #4: Taking predictions of flight risk to the next level 13 Conclusion: Insistent on insight 16 Appendix 17 About PwC People Analytics 20 Contacts & Acknowledgments 21 Managing change to create sustainable people analytics Creating a people analytics function from scratch is not an overnight task—it takes time to develop programs, implement technology, and hire the right people. Even so, the speed to a full capability might still outpace stakeholders’ ability to consume so much new information. While there’s often a pent-up demand for reports and analytics, there will still be an effort required to facilitate the adjustment to a new operating model, and incorporate new data into old ways of working. A few principles of change management to keep in mind while working through the establishment of people analytics: • Clearly define and articulate a “case for change” – To create full buy-in from the whole suite of executives, a critical first step is to define what decisions are being made with limited or inaccurate data and identify how an enhanced capability will address these challenges. Laying out the full strategy, as well as the benefits that will be recognized by the business and a methodology for tracking success, will further strengthen that case. • Establish active executive sponsors – While the CEO and other C-suite leaders may crave workforce data, there may be operational leaders stuck in old ways of thinking, where data from HR failed to make an impact. Close attention should be paid to observing if leaders are resisting or not utilizing people analytics in decision making, and if so, understanding why. Strong advocates for change should demonstrate how they use data to drive business decisions in order to help pave the way for others. • Engage the entire organization to embrace analytics – Build compelling communications from leadership that clarifies how analytics will be embedded into work process and decision making, what the leader and staff roles and expectations are, and how non-compliance will be addressed. • Identify and address key changes required to embed people analytics – In building the new operating model, there will be new roles within and outside the function. This will need to be accompanied by new models of interaction, new skills, and new behaviors. Consider what tools stakeholders will need in order to fully take advantage of people analytics. • Define and roll out 21st century learning – Employ new learning techniques available and think about how gamification or online simulations can be leveraged to help build capability and engage individuals in the usage of data. Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 8
  • 9. Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 9 Contents People analytics Trend 2: Growing dissatisfaction with current approaches to data governance Consistency counts A critical—but sometimes underappreciated—component of building a sustainable people analytics capability is the creation of a data governance approach to address processes for standardization and to develop enterprise- wide agreement on definitions, formulas, hierarchies, maintenance, and the like. Yet the impact of poor data governance becomes visible for those companies without it: • The technology company that can’t define who is an engineer and needs to determine, for example, whether to include individuals who started as engineers but moved to more administrative roles as they progressed in their careers, engingeering managers, and individuals who have an engineering degree but now work in a corporate function. • The professional services firm with no defined manager hierarchy, and needs to identify to whom an individual reports, be it their project manager, their matrix manager, the person responsible for their cost center, or the person who gives them their performance rating. • The hospital that can’t calculate labor costs, and needs to determine whether to include unscheduled overtime, per diems/PRNs, or traveling nurses. • The organization that doesn’t know who came over in the recent acquisition, and needs to address overlaps and inconsistencies in data, since both still operate from their own legacy systems. • The global organization that operates in siloes by business unit, and needs to find a way to create a regional aggregate view of the organization. No—or very little—satisfaction with governance These issues are frequent sticking points for many organizations, serving as significant obstacles that can impede real progress in analytics when left unresolved. Only 6% of 2015 PwC Saratoga benchmarking participants reported being “very satisfied” with the quality of their people data. Nearly one-third (29%) cited poor data quality as a top barrier to successfully producing workforce reports or analytics, and 25% cited a lack of agreement on data definitions. 6% Participants reported being “very satisfied” with the quality of their people data Growing impact of people analytics 2 What the benchmarks say about the state of the workforce 3 People analytics trends: #1: Building a people analytics function 6 #2: Growing dissatisfaction with current approaches to data governance 9 #3: Building targets and benchmarks into analytic tools 10 #4: Taking predictions of flight risk to the next level 13 Conclusion: Insistent on insight 16 Appendix 17 About PwC People Analytics 20 Contacts & Acknowledgments 21
  • 10. Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 10 Contents People analytics Trend 3: Building targets and bench- marks into analytic tools Creating context Organizations are increasingly investing in analytics technologies to integrate and visualize their people data. Once those reports are built, they typically generate a simple question from leaders: “How do we compare?” Obtaining metric results and having them available at your fingertips is just the first step. It’s important to provide context for your data. Benchmarks added to reports and dashboards help set context to enable you to evaluate how a measure stacks up against other organizations in a given sector or region, or next to those similar in headcount or revenue. They can also help the organization establish targets, which can be used to color code reports, making them more easily digestible for leaders looking to determine whether they are “red” or “green” in certain areas. Building the best targets Establishing these targets isn’t always a simple process, even when benchmarks have been established. Leading organizations are considering their targets with great care. It’s important to look at several areas: • Variability within the organization: How are our top business units or managers performing on these measures? What’s attainable within our environment? • Historical trends: How have our results changed over time? Since last year? Last month? In what direction are we headed? • Business and people strategies: Is this measure a focus area for us? Is it important to our employee value proposition? • Differences in benchmarks: Is an industry benchmark the best means of comparison for a given measure? Or is it more sensible to use a regional norm, or a benchmark for organizations similar in size? Should we display the median or the top quartile? Growing impact of people analytics 2 What the benchmarks say about the state of the workforce 3 People analytics trends: #1: Building a people analytics function 6 #2: Growing dissatisfaction with current approaches to data governance 9 #3: Building targets and benchmarks into analytic tools 10 #4: Taking predictions of flight risk to the next level 13 Conclusion: Insistent on insight 16 Appendix 17 About PwC People Analytics 20 Contacts & Acknowledgments 21
  • 11. Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 11 Contents 8.5% Defining “goodness” The rationale for using peer comparisons to help define what is “good” comes to life just looking at variability in a metric, such as the voluntary separation rate across various industries. We see a range in median voluntary separation rates by sector, with Professional Services (12.9%) and Banking (12.0%) industries being the highest, according to our 2015 PwC Saratoga benchmarks. The Utilities industry is among the lowest at 6.0%. Differences across organizations in different sectors, regions, size bands, etc. make finding the right benchmark critical for attainable target-setting. Professional services Banking Insurance Technology Pharmaceuticals/ Life science Communications/ Media Asset management/ Other finance Hospitals Retail and leisure Engineering/ Manufacturing Public sector Utlities 12.9% 12.0% 11.4% 11.1% 11.1% 10.1% 6.0%6.3%6.4%7.0%8.4% Growing impact of people analytics 2 What the benchmarks say about the state of the workforce 3 People analytics trends: #1: Building a people analytics function 6 #2: Growing dissatisfaction with current approaches to data governance 9 #3: Building targets and benchmarks into analytic tools 10 #4: Taking predictions of flight risk to the next level 13 Conclusion: Insistent on insight 16 Appendix 17 About PwC People Analytics 20 Contacts & Acknowledgments 21
  • 12. Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 12 Contents Growing impact of people analytics 2 What the benchmarks say about the state of the workforce 3 People analytics trends: #1: Building a people analytics function 6 #2: Growing dissatisfaction with current approaches to data governance 9 #3: Building targets and benchmarks into analytic tools 10 #4: Taking predictions of flight risk to the next level 13 Conclusion: Insistent on insight 16 Appendix 17 About PwC People Analytics 20 Contacts & Acknowledgments 21 Utilizing people analytics in compensation practices Compensation, particularly with respect to incentives, remains a hot button HR issue for organizations today. Most organizations have tackled the wave of shareholder, regulatory, and media scrutiny, but remain focused on compensation strategy to appropriately reward and recognize employees in ways that maximize their employee value proposition. As people analytics come to the forefront of HR, insights from data are playing more heavily into those strategic compensation decisions. Identifying the “right” compensation programs and mix for the organization The structure of management pay has shifted, with payouts hinging much more heavily on pre-set, explicit, data-based performance standards. Leaders are often using analytics to answer questions like: • Which corporate, business unit, and individual metrics are most aligned with organization success? Are there absolute cutoffs, or is relative performance considered? How should these be incorporated into incentive programs? • What is the appropriate payout curve and how sharply should payouts vary based on performance? Ensuring that participants understand the value of compensation programs, and creating a clear line-of-sight to influence behaviors Despite decreasing labor costs, spend on employee rewards remains high across many industries. In order to maximize their investment, organizations must weigh the economic costs with the value proposition offered to employees, and find the right balance for their workforce. People analytics functions are utilizing advanced analyses of employee survey data as well as predictive models to understand what provides the most “bang for the buck.” Leading edge organizations are also conducting conjoint analysis, or “tradeoff” surveys, to understand which incentives are most appealing to employees, versus which are likely be discounted and thus ineffective. But not lose sight of attraction and retention fundamentals Companies have struggled to make do with limited merit budgets for many years now. At the same time, they face a remarkably pitched talent battle across many pivotal roles, whether those are hard-to-find skillsets, high-volume jobs, or roles that produce a disproportionate high level of value compared to others. Analyzing people data can help to identify these pivotal roles and high performers in order to ensure their rewards packages are working concertedly to attract and recognize these individuals for long-term success. Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 12
  • 13. Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 13 Contents People analytics Trend 4: Taking predictions of flight risk to the next level Shoring up skill sets Getting to “predictive” is the objective of many HR departments as they begin their people analytics journeys. Yet companies that have built such models recognize that it’s not the end of the journey, but in fact just the beginning. The question becomes, “What do we do with these results?” We often see a significant skill gap in business partners’ ability to effectively interpret and use data. In fact, among PwC Saratoga participants, about three-quarters use business partners in their HR operating model.6 Yet only 31% of this group said that most of their business partners have the right level of analytical skill to interpret and use outputs of predictive models to address business problems. And only 6% of our survey participants said that all (100%) of their business partners had the right level of analytical skill. 6 PwC defines business partners as Director and above HR employees who work primarily with senior business leaders designing and executing business strategies 31% of survey participants said that most of their business partners have the right level of analytical skill of survey participants said that all (100%) of their business partners had the right level of analytical skill 6% Growing impact of people analytics 2 What the benchmarks say about the state of the workforce 3 People analytics trends: #1: Building a people analytics function 6 #2: Growing dissatisfaction with current approaches to data governance 9 #3: Building targets and benchmarks into analytic tools 10 #4: Taking predictions of flight risk to the next level 13 Conclusion: Insistent on insight 16 Appendix 17 About PwC People Analytics 20 Contacts & Acknowledgments 21
  • 14. Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 14 Contents Closing the gaps to cross the analytics divide To take full advantage of the insight made possible by people analytics, we see leading organizations taking a number of next steps beyond model creation. • Interrogate the results to gain a full understanding: If high performers within one demographic group are a high flight risk, ask “Why?” Follow-up analysis through means such as focus groups may be necessary to flesh out insights further. • Establish a program to address the root causes: For example, if manager effectiveness is found to be linked to flight risks, that needs to be addressed through systematic training and coaching enterprise-wide. • Decide whether individualized outreach is appropriate: Predictive results are often individual employee level data that should be treated with sensitivity. You should have a plan for how and when a manager or HR representative broaches the issue with an individual employee—or, in fact, if this should happen at all. • Communicate to stakeholders: The data can be complex and needs to be explained in a consumable and action-oriented manner. This communication should be formulated in conjunction with a change management plan to help others understand how these findings will be integrated into day-to-day talent processes. • Integrate the results into existing technologies: Flight risk scores can be built into existing dashboards and reports in order to track various statistics (like actual turnover) by those flags. Understanding the metric results for high and low risk employees can help to inform retention strategies across the organization. • Refresh the data on an ongoing basis: The volume of data sometimes requires the establishment of a data warehouse, so that periodic snapshots of all datapoints of interest are adequately captured in a way that makes the data aggregation and analysis a straightforward process. Many analytic tools can further ease the process by linking the predictive model directly to the employee source data, and automatically re-scoring individuals. Growing impact of people analytics 2 What the benchmarks say about the state of the workforce 3 People analytics trends: #1: Building a people analytics function 6 #2: Growing dissatisfaction with current approaches to data governance 9 #3: Building targets and benchmarks into analytic tools 10 #4: Taking predictions of flight risk to the next level 13 Conclusion: Insistent on insight 16 Appendix 17 About PwC People Analytics 20 Contacts & Acknowledgments 21
  • 15. Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 15 Contents Growing impact of people analytics 2 What the benchmarks say about the state of the workforce 3 People analytics trends: #1: Building a people analytics function 6 #2: Growing dissatisfaction with current approaches to data governance 9 #3: Building targets and benchmarks into analytic tools 10 #4: Taking predictions of flight risk to the next level 13 Conclusion: Insistent on insight 16 Appendix 17 About PwC People Analytics 20 Contacts & Acknowledgments 21 People analytics trends of the future With the advancement of technology tools and analytic techniques in the market, the future of people analytics is bright. There are a variety of trends on the horizon, waiting for organizations to capitalize on their value in the human capital arena. A few examples include: • Wearable technologies. From smartwatches to fitness devices, wearable technologies (or “wearables”) are gaining momentum across the globe. As more individuals embrace these gadgets, what if HR could use data from these to boost productivity or monitor employee health? Based on PwC’s 6th Annual Digital IQ Survey, 54% of top performing companies will be investing more in sensors in the coming year— with the ubiquity of this technology, companies can take advantage in the workforce by embedding into employee badges or other devices. Ideas from leading edge companies include tracking employee locations on a factory floor to gain productivity data in real-time, or gathering fitness application data to track employee wellness metrics. A major barrier will be increasing the comfort level of individuals with sharing this data with employers, as only 21% of consumers reported being willing to share more personal data with companies,7 a figure that could likely be even lower among employees. • Gamification. As companies use game simulations to engage users across the realms of retail, sporting, classrooms, and others, the next frontier will inevitably become the workplace. Some organizations already tout the benefits of gamification in candidate assessments— this could be taken a step further with efforts on workforce planning or even employee surveys. Imagine the task of scenario planning with HR and site managers, brainstorming different possibilities of turnover spikes, declines in hiring, retirement waves—but fed through a simulation in game format. Also imagine the multitude of employee surveys that are sent out on an ongoing basis—but now conducted in a way that recognizes individuals with virtual rewards to encourage participation. The space for gamification techniques in the people analytics area is plentiful. • Social network analysis. With an increased focus on adaptability and a connected employee experience, many organizations are creating more permeable boundaries and flattening organizational structures with the aim of creating a more efficient and flexible workplace. As a result, work is increasingly occurring through informal networks of relationships rather than through formal reporting structures or prescribed work processes. Social network analysis—a strategy for understanding complex webs of relationships and connections—allows you to uncover these hidden networks. Understanding the reach of individuals and their connections to others across the organization not only shows the interconnectedness of the company, but can also shed light on the impact of employee engagement, for example. An engaged employee who is central to the network can boost morale and productivity, but similarly, a disengaged employee can be destructive to the work environment. Social network analysis can reveal exactly where positive work—and potential damage—might be done through these key individuals. Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 15 7 PwC’s 2015 CEO pulse on personal data
  • 16. Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 16 Contents Conclusion: Insistent on insight As executives set the talent strategy for the future, people analytics are poised to inform those decisions in a major way—if HR is up to the challenge. Building out a people analytics function requires strategic thought to the long-term roadmap for data, technology, programs, and operating model—as well as the change management required for full adoption. Keeping up with the trends in people analytics is critical for organizations to become more advanced, whether that’s building or refining a data governance approach, building comparison data into analytic tools, or taking action from predictive data. These are just a few of the leading edge practices out there—with more emerging each day, people analytics will advance rapidly over the coming years. Growing impact of people analytics 2 What the benchmarks say about the state of the workforce 3 People analytics trends: #1: Building a people analytics function 6 #2: Growing dissatisfaction with current approaches to data governance 9 #3: Building targets and benchmarks into analytic tools 10 #4: Taking predictions of flight risk to the next level 13 Conclusion: Insistent on insight 16 Appendix 17 About PwC People Analytics 20 Contacts & Acknowledgments 21
  • 17. Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 17 Contents Appendix: Additional data charts Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 17 Results from PwC Saratoga’s 2015 Human Capital Effectiveness benchmarks represent US 2014 calendar year data from 435 participating organizations covering a range of industries, company sizes, and revenue: Represented industries: Represented company size: Represented revenue size: Aerospace & Defense Asset Management Association Banking Chemicals Communication / Media Construction Consumer Packaged Goods Education Engineering / Manufacturing Federal Contractor Health Insurance Hospitals Non-Health Insurance Pharmaceutical Professional Services Public Sector Retail and Leisure Technology Utilities 3% 7% 4% 11% 13% 53% 19% 4% 5% 1% 8% 3% 20% 20% 2% 23% 2% 5% 9% 2% 8% 1% 17% 6% 4% 14% 4% 3% 10% 5% 3% 8% 5% 1 - 500 501 - 1,000 1,001 - 2,000 2,001 - 5,000 5,001 - 10,000 10,001 - 25,000 25,001 - 50,000 50,001+ Less than $100 million $100 - 500 million $500 million - 1 billion $1 - 10 billion More than $10 billion Growing impact of people analytics 2 What the benchmarks say about the state of the workforce 3 People analytics trends: #1: Building a people analytics function 6 #2: Growing dissatisfaction with current approaches to data governance 9 #3: Building targets and benchmarks into analytic tools 10 #4: Taking predictions of flight risk to the next level 13 Conclusion: Insistent on insight 16 Appendix 17 About PwC People Analytics 20 Contacts & Acknowledgments 21
  • 18. Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 18 Contents Full results of people analytics market trends, based on PwC Saratoga member responses: Does your organization have a dedicated people analytics function? Which other HR functions [also] produce reporting/analytics? If yes, how many FTEs report to the function? Is creating/maturing your people analytics function a strategic priority for the next 1-3 years? How do you expect the number of resources in your analytics function to change over the next 3 years? Yes 46% HRIS Compensation Recruiting Learning & development Talent management Diversity Yes 86% Stay about the same 50% Increase 50% No 54% No 14% 1 23% 2-3 45% 4-5 14% 6+ 18% 85% 61% 80% 67% 57% 43% Decrease 0% 18Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks Growing impact of people analytics 2 What the benchmarks say about the state of the workforce 3 People analytics trends: #1: Building a people analytics function 6 #2: Growing dissatisfaction with current approaches to data governance 9 #3: Building targets and benchmarks into analytic tools 10 #4: Taking predictions of flight risk to the next level 13 Conclusion: Insistent on insight 16 Appendix 17 About PwC People Analytics 20 Contacts & Acknowledgments 21
  • 19. Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 19 Contents What are the top 3 barriers to successfully producing people reports/analytics at your organization? How satisfied are you with the quality of the people data within your organization? Does your organization have business partners? What percentage of your business partners have the right level of analytical skill? Multiple unintegrated data sources Poor data quality Manual processes Lack of agreement on data definitions Lack of sources Lack of demand from business leaders/ business partners Lack of technology solution Poorly defined business case Lack of analytical skills/expertise among users 69% 56% 29% 50% 25% 46% 10% 29% 4% Somewhat satisfied 49% Somewhat dissatisfied 28% Neither satisfied or dissatisfied 13% Very dissatisfied 4%Very satisfied 6% Yes 74% No 26% 11-20% 14% 21-30% 20% 31-40% 11% 41-50% 14% 51-60% 3% 61-70% 3% 71-80% 6% 81-90% 0% 91-100% 6% 0-10% 23% 19Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks Growing impact of people analytics 2 What the benchmarks say about the state of the workforce 3 People analytics trends: #1: Building a people analytics function 6 #2: Growing dissatisfaction with current approaches to data governance 9 #3: Building targets and benchmarks into analytic tools 10 #4: Taking predictions of flight risk to the next level 13 Conclusion: Insistent on insight 16 Appendix 17 About PwC People Analytics 20 Contacts & Acknowledgments 21
  • 20. Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 20 Contents About PwC People Analytics Don’t just collect data. Generate insight. There’s a quiet revolution taking place in human resources and talent development departments around the world. Faced with a growing need for meaningful insights into the workforce, companies are beginning to recognize the enormous, untapped potential in what they already know, and what they could know, about their own workforce. It’s called “people analytics,” and it’s changing the way companies think about everything from attracting and developing talent to employee engagement and retaining talent. PwC is a global leader in people analytics because we go beyond simple data reporting and surveying. We are a full-service people analytics provider, with a thorough understanding of the specific workforce issues faced by companies in your industry. We offer a broad range of services, from Saratoga benchmarking to advanced analytics to comprehensive workforce surveying. PwC can also work with you to build a people analytics capability that allows you to do more with your data including Big-Data for HR. We help you to take the guesswork out of your most important workforce decisions, supporting your efforts to improve operational and financial results. PwC, your full-service people analytics provider. At PwC, we are passionate about our mission: to help our clients use their workforce data to get better insights, and to use these insights to drive better talent, financial, and operational results. About PwC US PwC US helps organizations and individuals create the value they’re looking for. We’re a member of the PwC network of firms, which has firms in 157 countries with more than 195,000 people. We’re committed to delivering quality in assurance, tax, and advisory services. Find out more and tell us what matters to you by visiting us at www.pwc.com/US. Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 20 Growing impact of people analytics 2 What the benchmarks say about the state of the workforce 3 People analytics trends: #1: Building a people analytics function 6 #2: Growing dissatisfaction with current approaches to data governance 9 #3: Building targets and benchmarks into analytic tools 10 #4: Taking predictions of flight risk to the next level 13 Conclusion: Insistent on insight 16 Appendix 17 About PwC People Analytics 20 Contacts & Acknowledgments 21
  • 21. Contents Contacts Acknowledgements To have a conversation about your company’s people analytics, please contact: Nik Shah (703) 918 1208 nik.shah@us.pwc.com Rishi Agarwal (408) 817 5101 rishi.agarwal@us.pwc.com Scott Pollak (408) 817 7446 scott.pollak@us.pwc.com Ranjan Dutta (703) 918 3009 ranjan.dutta@us.pwc.com Kristina Dunphy (415) 498 7078 kristina.dunphy@us.pwc.com © 2015 PricewaterhouseCoopers LLP. All rights reserved. PwC refers to the United States member firm, and may sometimes refer to the PwC network. Each member firm is a separate legal entity. Please see www.pwc.com/structure for further details. This document is for general information purposes only, and should not be used as a substitute for consultation with professional advisors. MW-15-2230 Thank you to those that contributed ideas and efforts to this publication, including: Bhushan Sethi PwC People & Change Anthony Bruce PwC UK People Analytics Annie Goodyear PwC Human Resource Services Rick Ericson PwC Human Resource Services To learn more about PwC People Analytics, how we can help you on your people analytics journey, or to become a member of PwC Saratoga benchmarking, please visit our website at www.pwc.com/hr-analytics. Growing impact of people analytics 2 What the benchmarks say about the state of the workforce 3 People analytics trends: #1: Building a people analytics function 6 #2: Growing dissatisfaction with current approaches to data governance 9 #3: Building targets and benchmarks into analytic tools 10 #4: Taking predictions of flight risk to the next level 13 Conclusion: Insistent on insight 16 Appendix 17 About PwC People Analytics 20 Contacts & Acknowledgments 21