Shane James: Creating impact with People Analytics, lessons learned from the Australian People Analytics Survey People Analytics Conference 2022 Winter Website: https://pacamp.org Youtube: https://www.youtube.com/channel/UCeHtPZ_ZLZ-nHFMUCXY81RQ FB: https://www.facebook.com/pacamporg

1. Creating
organisational
impact with
People Analytics
December 2022
Shane James

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About me
Previous People Analytics Practitioner
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People Analytics Consulting Practice
Based in Australia
Source: Travel Victoria
Located in
Melbourne

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That what and why of People Analytics
What is People Analytics?
Source: High-Impact People Analytics, Deloitte Consulting, 2020
People analytics refers to the
measurement, analysis, and reporting of
workforce-related data with the purpose
of insight – to drive more informed
actions and decisions.
The right insight at the right time can
be a difference between success and
failure
Employee
Data
Other
Workforce
Data
Business
Data
HR &
Organisational
Data
Employee
Supplied
Organisation
Generated
Passively
Gathered
External
Data
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That what and why of People Analytics
Source: High-Impact People Analytics, Deloitte Consulting, 2020
Why is it such a hot topic now?
Analytics promises to help organisations make better, more data-driven decisions about work, workplaces, and the workforce, but so far, this promise is unfulfilled…
of companies see people
analytics as high priority in
their organisations
of firms say always or most of
the time they understand the
key data elements to capture
and provide insights
38%
of firms feel they are
effective at integrating
different types of data
25%
Yet,
only
…
of the 6,300+ executives we
surveyed said they have the
information they need to make
sound people decisions
3%
72%
Source: High-Impact People Analytics, Deloitte Consulting, 2020
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The Deloitte People Analytics Maturity Model
Four Levels to Measure Maturity
Seven Factors To Build Maturity
The Deloitte People Analytics Maturity Model offers a roadmap to help leaders understand the progression of data capabilities from lower to higher maturity levels. To map the current state of the
participating organisations’ ability to run a people analytics function, we consulted the Deloitte People Analytics Maturity Model (Chakrabarti, 2017) which is made up of seven factors and four levels:
Data Culture
User Engagement
Business Alignment
Vision & Roadmap
Team Capability
Data Governance
Data Infrastructure
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5
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3
Complying and
Reacting
Level 1
Level 2
Level 3
Level 4
Building and
Scaling
Automating and
Broadening
Embedding and
Exploring
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Australian Results:
Source: High-Impact People Analytics, Deloitte Consulting, 2020
Survey findings
Complying and Reacting
Fragmented & Unsupported
Organisations do not yet realise
the true value of people data (and
sometimes data in general) as a
core asset that can create
competitive advantage.
Level 1
Level 2
Level 3
Level 4
Building and Scaling
Consolidating & Building
Organisations have started an
intentional journey toward data
consolidation, accuracy,
timeliness, privacy, and security.
Automating and Broadening
Accessible & Utilised
Organisations use data and
insights more frequently and
begin to embed them in talent
decisions and key people-
related business decisions.
Embedding and Exploring
Business-Integrated &
Institutionalised Organisations
achieve a state in which the use
of people analytics throughout
the enterprise to support
people and business decisions is
so widespread as to become a
part of the organisational DNA.
It is intrinsic to how work is
done and how people-related
decisions are made. The HR
function overall is highly data
literate. Some organisations at
this level evolve their people
analytics functions into cross-
functional teams responsible for
enterprise-wide analytics
15% 62% 19% 4%
Global Results: 10% 72% 13% 5%
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Respondents consistently
reported that almost all
other business functions
were regarded as a higher
priority than HR and they
struggled to get IT resources
and support, this wasn’t just
because HR is traditionally a
cost centre, but could
possibly be made worse by
HRs historical tendency to
not be a strong or effective
consumer of IT resources.
HR last in the queue for
IT resources
Lacking resources and
investment
Increasing CPO expectations
and CEO interest
HCM Data is complicated
and disbursed
HR systems in need of
refresh to create usable data
Respondents reported facing most of these challenges
Many respondents from
larger organisations were
juggling employee and
worker data that was
scattered across up to 40
different internal systems.
Teams were also facing
challenges connecting and
synchronising the data
across all these systems.
Many teams reported that their
underlying HR systems lacked
standardisation or
simplification and that they had
not been updated to reflect
current processes. This made it
difficult to extract usable data
and undermined the
businesses faith that the data
was accurate and up to date.
Contradicting the lack of
resources and investment, 24
of the 26 respondents
reported increasing demand
for data to support decision
making from stakeholders.
However the lack of resources
to meet the increasing demand
was one of the contributing
reasons for high turnover
among survey respondents.
The majority of respondents
also felt that they were not
getting the necessary support
from within HR for them to
improve their impact and
maturity. Most respondents
felt that they were
understaffed as a team and
they were not getting the
funding they needed to upskill
their team members.
What are the common challenges?
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As more organisations
move from an annual
survey to more flexible,
employee experience
driven and frequent
channels of employee
listening, PA teams are
racing to be able to
organise and extract the
value from this powerful
data source.
Moving beyond simply
reporting headline figures
and meeting minimum
statutory requirements, PA
teams are working to
incorporate DE&I data
across all of their analytics
outputs.
Prompted by the rapidly
evolving working
environment, data around
employee wellness, flexible
working and identifying
burnout risk are a high
priority for boards and
executive teams.
As the labour market tightens,
Internal talent marketplaces
that increase internal mobility
and support a “build not buy”
approach are an increasing
priority. These rely on up-to-
date skills data which new
technology offerings can finally
deliver.
From near term rostering
and shift planning, to
strategic workforce
planning and scenario
planning, PA teams are
supporting the organisation
in getting the right people,
in the right place at the
right time.
What are the hottest topics?
These are the areas where respondents are putting their efforts into right now.
All respondents continue to put effort and resources into maintaining their existing dashboards and reports, preparing quarterly updates and board reports and creating operational reporting, but on
top of that, these are the topics that the hottest right now (from most to least). Perhaps surprisingly, “the great resignation” did not appear as a hot topic, though individual organisations reported it as
an area of focus, it was very industry specific and wasn’t an overall trend for Australian organisations, perhaps confirming that for now at least, the great resignation in Australia is a myth.
1. Employee
Listening
2. Wellbeing &
Burnout
3. Diversity,
Equity &
Inclusion
4. Workforce
Planning
5. Skills & Talent
Marketplace
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Deliver tactical projects
with quicker ROI
While strategic priorities
and big audacious
challenges are very
important, quick wins,
delivering relatively simple
projects to targeted and
address specific business
problems are enabling PA
teams to get quick wins,
build their brand, create
visibility and demonstrate
their ability to deliver real
business impact.
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Encourage and support a
data hungry CEO and CHRO
Organisations where both
the CEO and CHRO were
data hungry were definitely
making the most impact,
where at least one was really
engaged were making more
impact.
People Analytics teams in
organisations where neither
were engaged where still
making progress on the
fundamental building blocks,
while looking for data
friendly stakeholders to
demonstrate impact with.
Build strong IT relationships
for appropriate solutions
PA teams that are partnering
with IT to explore and select
tools and technology are
creating more impact than
those who are forced to use
generic tools and technology.
Having the right tools to
address challenges and
complexities that may only
exist in the HR domain
enables PA teams to focus on
important activities rather
than trying to fit square pegs
into round holes.
Free up team capacity
with “sustainable
reporting”
Organisations that are
more structured about
the reporting that they
deliver free up capacity to
do more advanced work.
Formalising the process of
gathering reporting
requirements ensuring its
reusable and meets the
needs of multiple
stakeholders help to
make reporting
sustainable.
What do higher maturity organisations do differently?
We identified eight key activities that more mature organisations were focused on that enabled them to create more impact.
We see these as key areas of focus for organisations with lower levels of maturity, to accelerate their impact and increase their maturity.
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Continued.
Actively develop a
community of analytics
enthusiasts
Most smaller People
Analytics teams reported
feeling isolated, both
internally and externally.
Teams that were better
connected internally were
able to leverage a wider
set of skills and experience
to make more progress.
There is a great appetite
for more external
networking, to help share
knowledge, lessons learnt
etc., but most importantly
to help keep the
motivation up!
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Collecting and analysing
non-traditional datasets
Several organisations had
rapidly accelerated their
impact by not focusing on
just traditional HRIS data.
Powerful insights are being
generated from surveys,
wellbeing data, networks
and skills data. These data
sources are generally
smaller, cleaner, more
complete and more up to
date and therefore easier to
derive value from.
Scale faster by building user
communities and aggregated
personas
Multiple benefits are being
derived from building and
active and organised user
community. Engaged
stakeholders and members
are creating, qualifying and
regulating demand pipelines,
owning and driving the
resulting business change.
Persona led development is
creating more targeted
insights and service levels that
have stronger resonance and
ownership in user
communities.
Use governance as an
accelerator
While most organisations
think of governance as a
necessary formality.
Effective governance
structures are accelerating
progress and impact, not
holding them back.
Engaged and involved
governance ensures that
projects and products are
fit for purpose, well
designed, scalable,
repeatable, appropriate
and ethical with a constant
eye on value and impact.
What do higher maturity organisations do differently?
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Inspiring Examples
Four inspiring case studies from Australia
Reducing attrition by
Identifying key retention
drivers
Organisation wanted to
understand which events or
actions had the most impact
on retention of employees.
Survival Analysis of retail
staff that joined the
organisation in 2020 found
those that did not complete
the onboarding training had
a risk of turnover five times
higher than those that did
complete the onboarding
training.
Increasing on-time
deliveries by reducing
predicting last-minute
absences
Organisation with a large
delivery driver workforce had
a big issue with drivers not
turning up for shifts.
A basic predictive model was
used to analyse historical
absence patterns and predict
the likelihood of an employee
being absent from a rostered
shift.
This information was shared
with shift managers to enable
them to proactively plan for
absences and not require last
minute contract workers.
Proving the value of the
leadership development
program
Under pressure from the board to
justify their leadership
development program, this
organisation wanted to show the
positive impact the program had on
employees.
Analysis showed that there was a
small but significant increase in
attendee’s scores for engagement,
promotion, internal mobility and
retention.
There was also a positive
relationship across those factors
for the direct reports of leaders
who had attended training.
Proving the impact of the
employee referral program
The organisation wanted to be
able to demonstrate the positive
impact that a new paid employee
referral program had on the
organisation.
Analysis of data showed referrals
were twice as likely to stay 12
months compared to regular
hires.
Modeling suggested increasing
referral numbers would reduce
turnover rates 5-10%
The analysis also showed that
referring employees had lower
turnover rates.
Impact:
Estimated saving in first year of
turnover costs $840k.
Paid referral program ROI 2171%
Impact:
Proven the impact of the program
and now challenged to look for
proof of wider business impact.
Impact:
Immediate reduction in cost
of contract labour and
reduction in missed deliveries.
Impact:
Renewed focus on managers
encouraging employees to
complete onboarding.
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Questions
“
“
“Thanks to the hard work of our
people analytics team, for the
first time in my career I can walk
into our executive meeting as
well prepared with data and
evidence as my peers from
Finance and Operations”
A quote from one of our survey respondents:
Shane James
Senior Manager—People Analytics
shanejames@deloitte.com.au
+61423726113
https://www.linkedin.com/in/shane-james-4624495a/
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