Big Data in Talent Development - Meetupfiles.meetup.com/1608444/Bersin Big Data Presentation V-Next...

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Big Data in Talent

Development

Building a Competitive Talent Analytics Function –

Steve Coito Bersin by Deloitte

Deloitte Consulting LLP

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Agenda

Bersin by Deloitte Introduction

What is Talent Analytics?

Big Data

Global Talent Challenges

Talent Analytics Maturity Model

Samples of Using Talent Analytics

What We’ve Learned – Keys to Success

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Bersin by Deloitte What We Do - Global provider of leading practices, trends, and benchmarking

research in talent management, learning, and strategic HR.

- 60% of the Fortune 100 are Bersin by Deloitte research

members, with more than 19.5 million employees managed by

HR teams using Bersin Research.

Broad Research Practices • Human Resources

• Leadership Development

• Learning & Development

• Talent Acquisition

• Talent Management

• HR Technology and Operations

Membership, Benchmarking,

Consulting - WhatWorks® Membership: Research, Tools, Education,

Consulting

- IMPACT®: The industry’s premiere conference on the

Business of Talent

- Advisory Services & Consulting

Human

Resources

Leadership

Development

Learning &

Development

Talent

Acquisition

Talent

Management

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The Bersin Practices

Learning &

Development

Organization &

Governance

L&D

Benchmarking*

Content

Development

Informal

Learning

Learning

Culture*

Learning

Measurement

Performance

Consulting*

Learning

Programs

Learning

Technology

Talent

Management

Competency

Management

Performance

Management

Succession

Management

Talent

Strategy

Workforce

Planning

Career

Management*

Talent

Management

Systems

Leadership

Development

Leadership

Strategy

Leadership

Competencies

Leadership

Dev. Solutions

Executive

Development

HIPO

Development

Leadership

Development

Evaluation

Organization &

Governance

Talent

Acquisition

Employment

Branding*

Sourcing

Prehire

Assessment*

Screening

& Assessing

Hiring &

Onboarding

Talent

Acquisition

Strategy

Talent

Acquisition

Tools &

Technology

Human

Resources

HR Organization

& Governance

HR Planning &

Strategy*

Engagement*

Rewards &

Recognition*

Services &

Programs

HR & Talent

Analytics*

HR Tools &

Technology*

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Research & Big Data Working Group

8 years of research into the

measurement, operations of L&D,

leadership, recruiting and HR

20 leading practitioner organizations

advising us on strategy

Our goal: education and best-

practices on “how to build an analytics

function”

Develop assessment services and

tools to help you understand how to

advance your program

Continue to study state of the market

and the best-practice solutions

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Agenda

Bersin-Deloitte Introduction

WHAT is Talent Analytics?

Big Data




What we’ve Learned – Keys to Success

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What is Talent Analytics?

Talent Analytics refers to the

analysis of "talent-related" and

“business-related” data

for business decision-making

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The Analytics Journey B

usin

ess V

alu

e

Be

lie

fs

Re

ac

tive

Ch

ec

ks

Gut Feel A

d-H

oc

a

nd

On

go

ing

Re

po

rts

Da

sh

bo

ard

s a

nd

Be

nc

hm

ark

s

Reporting

Co

rre

lati

on

s

Sim

ula

tio

ns

Pre

dic

tio

ns

C

au

sa

l M

od

elin

g

Analytics

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The Value of Talent Analytics

HR organizations using predictive analytics are…

2X more likely to

improve their

recruiting

efforts

2X more likely to

improve their

leadership

pipelines

generating

30% higher stock

returns than

the S&P 500

over the last

3 years

3X more likely to

realize cost

savings and

efficiency

gains

Source: Bersin by Deloitte High-Impact Talent Analytics Study 2013 Source: Bersin by Deloitte, 2014

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Finance Operations

IT

Business

Leaders

Sales

Marketing

Customers

Workforce

Planning

Learning &

Development

Talent

Acquisition

Talent

Management

Leadership

Development

Performance Management

Employee

Engagement

Compensation

Analytics

Succession

Planning

Source: Bersin by Deloitte, 2014

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Which functions have strong analytics capabilities?

HR & L&D Lags Behind


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Analytics is Definitely Coming to HR The Evolution of Business Analytics in other Functions

The Industrial

Economy

The Financial

Economy

The Customer

Economy and Web

The Talent

Economy

Early 1900s 1950s-60s 1970s-80s Today

The Waves of

Business Analytics

Steel, Oil, Railroads Conglomerates

Financial Engineering

Customer Segmentation

Personalized Products

Globalization, Demographics

Skills and Leadership Shortages

Logistics and

Supply Chain

analytics

1980s

Financial and

Budget Analytics

Integrated

Supply Chain

Integrated ERP

and Financial

Analytics

Finance & Logistics

Customer

Analytics – CRM

(Data Warehouse)

Customer

Segmentation

Shopping Basket

Web Behavior

Analytics

Predictive

Customer

Behavior - CRM

Customer & Marketing

Recruiting,

Learning,

Performance

Measurement

Integrated

Talent Management

Workforce Planning

Business-driven

Talent analytics

Predictive

Talent Models

HR Analytics

Talent & Leadership

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Agenda

Bersin Introduction


Big Data





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“Big Data” in HR Defined

“Big data is a collection of data so large and complex that

it is difficult to process using traditional data processing

applications.”

- Wikipedia

The typical HR system has more than 400 data elements

about your own employees, and this data is being

updated nearly every day.

We all have Big Data opportunities within our own HR,

training, recruiting, and talent organizations.

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Ready for Some New Buzz Words?

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• HR Manages a Plethora of HCM Products

87% have more than two systems

20% have more than 6 systems

7% have more than10 solutions

18% of large companies report use of more than ten HCM different systems

• 57% plan to procure new software within the next 18 months

61% will both replace and procure new solutions

23% will solely replace existing solutions;16% will solely add new products.

• 33% will replace standalone TM applications

22% with an integrated suite.

10% will replace their existing suites.

Finding the Data is Work

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The Rich Sea of Data Opportunities Workforce Plan

Scenarios

Time and Cost

To Hire

Internal

Mobility

Employer

Brand, Alumni

Managerial

Grievances

Span of

control

Skills

Certifications

Open

Positions

Development

Plans

Tenure

Education, etc.

Retirement

Projections

Age, geography,

Skill level

Talent

Demand Plan

Onboarding

Effectiveness Turnover

Ratings

Rankings

9-box

Grids

Succession

Depth

Seniority

Skills Depth

Promotional

Readiness

Employee

Opinion

Employee

Engagement

Employee

Value Prop

Innovation

Programs

Readiness

Demographics

Supply,

Demand

Recruiting

Onboarding

Performance

Succession

Engagement

Spending Satisfaction

With HR svc.

HR/L&D

Staff Allocation

HR/L&D

Spending

Systems

Usage/$

Succession

Depth

360 and Other

Assessments

Proficiency vs.

Leadership Comp.

Successor

Readiness Leadership

Budget by

Group

Comp by

level/perf

Compa

Ratios

Perf-Pay

differentials Compensation

\ \

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Why You Need a “Data Dictionary”

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Standards Remain Elusive You cannot wait.. you have to develop your own

Other Standards Out There:

Bersin by Deloitte Factbooks®

Turnover Metrics (SHRM…)

Diversity & Inclusion (SHRM…)

SAP Book of Data

TDR Reporting (Yay!)

Engagement Standards (coming)

SASB Sustainability

Many more…

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Tools Alone are Not the Solution, we

have an important part to play….

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Agenda

Bersin Introduction


Big Data





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What We Face as Professionals:

Today’s Global Talent Challenges “We have entered a global economy

where talent and skills shortages

challenge world economic and

business growth around the world.” - Klaus Schwab, Chairman, World Economic

Forum

Despite the high unemployment rates in

many countries, more than 65% of

global leaders cite “talent and leadership

shortages” as their #1 business

challenge.

- Bersin & Associates

TalentTrends®, Fall 2012

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A Nexus of Change

nexus (Noun)

A connection or series of connections

linking two or more things.

A connected group or series:

"a nexus of ideas".

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A Nexus of Talent Challenges

Agile Management

& Leadership Models

A New Generation of HR Practices

and New Type of HR Organization

New Technology

Social Tools, Analytics

Need for Improved HR skills and

capabilities.

Business

Speed and Scale

Disruptive

Competition

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Shift toward

Emerging

Markets

2

Borderless

Workplace

Team Model

of Work

3

Specialization

Contingent Work

New Job &

Career Models

4

21st Century

Models of

Leadership

5

Competition

for Talent

Social Sourcing

& Recruiting

6

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How the Workforce has Changed

From “The Shift Index” by Deloitte

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Young, Diverse Workforce …. By 2025, 75% of the workforce will be Millennial

-- US Census Bureau

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Increasing Work Specialization

Expertise drives competitive

advantage

Specialization improves

quality and reduces cost

Deep skills developed

through “deliberate practice”

and reinforcement

Deep skills come from a range

of developmental experiences

Intelligent leadership paths,

career paths, training, work

assignments, understanding

high-performing competencies

are all drives of success.

Back Office, Operational, Contingent Employees

Functional Specialists / Front-Line Employees

Top

Management

Senior

Management

Middle

Management

Senior Specialists First Line

Management

The

Experts

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Agenda

Bersin Introduction


Big Data





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Operational Reporting Reactive, Operational Reporting of Efficiency & Compliance Measures •

Focus on Data Accuracy, Consistency, Timeliness

Advanced Reporting Proactive, Operational Reporting for Benchmarking & Decision-Making •

Multidimensional Analysis & Dashboards

Advanced Analytics Statistical Modeling and Root Cause Analysis to Solve Business Problems •

Proactive in Identifying Issues & Actionable Solutions

Predictive Analytics Development of Predictive Models • Scenario Planning •

Risk Analysis & Mitigation • Integration with Strategic Planning

Level 1

Level 2

Level 3

Level 4

Talent Analytics Maturity Model B

er

sin

b

y

De

lo

it

te


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Operational Reporting Reactive, Operational Reporting of Efficiency & Compliance Measures •

Focus on Data Accuracy, Consistency, Timeliness

Advanced Reporting Proactive, Operational Reporting for Benchmarking & Decision-Making •

Multidimensional Analysis & Dashboards

Advanced Analytics Statistical Modeling and Root Cause Analysis to Solve Business Problems •

Proactive in Identifying Issues & Actionable Solutions

Predictive Analytics Development of Predictive Models • Scenario Planning •

Risk Analysis & Mitigation • Integration with Strategic Planning

Level 1

Level 2

Level 3

Level 4

Be

rs

in

b

y

De

lo

it

te

4%

10%

30%

56%



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Advancing Takes Effort

Level 2

Advanced Reporting

Level 3

Advanced Analytics

Level 4

Predictive Analytics

Level 1

Operational Reporting

Level of Effort

Level of Value

Choke Point

for Most

Organizations


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Level 1: Reactive Operational Reporting

Goals: - Implement a scalable, accurate, easy to use reporting environment

- Understand all the data and systems you have to work with

Tasks: - Understand and collect data you have

- Build a Data Dictionary

- Work with IT to implement standard reporting tools

Key Skills - Patience and database “interest”

- Great relationship with IT

- Ability to write, document, and manage projects

Expected Outcome - Standard tools and reports

- Ease in “responding” to any report request

- Tools to help managers find their own data

Skills:

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Level 2: Proactive - Advanced Reporting

Goals:

• Develop skills and tools to implement “proactive” reporting and tools for line managers

• Look at trends, benchmarks, and results against plan

• Develop actionable business dashboards

Tasks:

• Understand all the “dimensions” of your data (how it will be drilled and filtered)

• Audience analysis – who are your “audiences” and what decisions do they make?

• Performance consulting – start focusing on one or two major “problems”

• Purchase or select benchmarking data

Key Skills

• Understanding of multi-dimensional reporting

• Business acumen and relationship with finance organization

• Strong business alignment and partnership with business leader (or leader)

• Ability to influence what IT does

Expected Outcome

• Dashboards used by the business

• A business unit success

Skills:

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Level 3: Strategic Analytics

Goals:

• Developing “causal models” or “people models” which identify cause and effect

• Segmenting people into groups which can be analyzed in detail

• Integrating data with recruiting, performance, compensation, leadership, etc.

Tasks:

• Building strong relationships with all areas of HR

• Selecting a key problem to start analytic study

• Implement analytics “project,” iterate, and demonstrate results

Key Skills

• Analytics and statistics skills

• Information visualization and compelling presentation skills

• Excellent performance consulting and ability to understand work environment

• Partnership with line executives and ability to focus on key problems

• Skills in development of tools across many areas of HR and Talent Management

Expected Outcome

• A “success” project which delivers some breakthrough findings

• Direct change or decision-making tools in the hands of the business

Skills:

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Level 4: Predictive Analytics

Goals:

• Putting place models which can “predict” future scenarios

• Integrate your work with workforce planning and business planning functions

Tasks:

• Expand your analytics skills and expertise

• Directly connect with business planning, finance, and recruiting teams

• Expand relationship with 3rd party data, engagement, and consulting firms

Key Skills

• Modeling and deeper statistics skills

• Finance and business planning

• Senior experience in organization design

• Strong relationship with or deep experience in workforce planning and acquisition

Expected Outcome

• A “workforce planning” model which describes how performance can be improved

• Repeatable models which can be extended into new domains

• Credibility with Finance

• An integrated, strategic analytics function

Skills:

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Staffing Increases by Maturity Level

(Assumes 10,000-person company)

Level 2:

Advanced Reporting

Level 4:

Predictive Analytics

Level 3:

Advanced Analytics

Level 1:

Operational Reporting


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Most Likely Analytics Home Runs in 2014

Recruiting – Understanding the quality of sources, best candidate qualifications,

cost and efficiency of source, analyzing quality of hire

Sales Analysis – Profile of high-performing sales professionals, sourcing, and

training needs

Workforce Planning – Determining the optimal mix of skills and competencies in

order to meet future demand in the most cost-efficient manner

Retention Analysis – Developing the capability to determine levels of engagement

and predict retention risks to proactively address issues

Leadership Analysis – Leadership effectiveness, pipeline strength and diversity,

talent mobility

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Agenda

Bersin Introduction


Big Data





45 45

Questions to ask ….

What characteristics drive high performing sales people?

What work assignments will lead to strong leadership?

What attributes of a job candidate will lead to perfect fit?

Why retention is low in certain locations and jobs?

What is the real result of poor on the job safety?

Why some of your top people leave for competitors

What compensation and rewards will drive most value?

….

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Case Study

Intermountain Health Standardizing

the Learning Function

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Case Study

Strategic Workforce Planning at

Pearson

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Big Insurance

A $33 billion insurance company has developed a

behavioral assessment based on a set of beliefs held by

the top executives

Top sales people need college degrees from top rated

schools, they should have good grades, and they should

have experience selling high value products.

But the data proves otherwise.

Insurance

Company

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Data Showed Six Things Matter:

The Belief

System

Was Wrong

Within six months

of implementing a

new screening

process

revenues went

up by $4 million

What Did NOT Matter

• Where they went to school

• What grades they had

• The quality of their references

Insurance

Company

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Moving to Predictive Analytics

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Agenda

Bersin Introduction


Big Data





53 53

The Ugly Part of The Story

Visual

Dashboards Advanced

Analytics

Predictive

Models

The Ugly Part of The Story

Visual

Dashboards Advanced

Analytics

Predictive

Models

Data

Integration

Data

Dictionary

Data

Quality

Data

Governance

Data

Entry

Scalable

Computing

Reporting

Tools

Disparate

Systems

Data

Visualization

Data

Analysis

The Ugly Side: Data Management

54 54

The Big Aha!

In HR, talent, leadership, and capabilities you already have

most of the information you need to deliver breakthrough new

solutions for your organization.

What most organizations do not have is the organization structure,

skills, leadership, and tribal knowledge to use this information

yet. Many of the skills are likely available in your

organization.

This marketplace is rapidly evolving and over the next few years

companies who do not implement a Big Data in HR strategy will fall

behind those that do.

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We Don’t Measure the Right Things

Source: Bersin & Associates 2012

High-Impact Learning Organization® (HILO)

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Focus on The Problem, not the Data Business problem first, then focus on arranging and using the data

Why is turnover high in some areas?

What drives sales productivity?

Why is their fraud in some branches?

What sales or service processes drive account renewal?

What is the impact of training on long term productivity?

How do we assess the “right” candidates for sales?

What will our talent gaps be next year based on retirement?

Business

Problem Data

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Who Will be Top Sales Performers?

What will Reduce Fraud?

How do we Improve Client Retention?

Will Increasing Pay Drive Higher Levels of Retention?

How do we Develop Leaders in China?

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Treat Measurement as a Process Why you must build an analytics function, not a set of tools

Measurement as Process, not a Project

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Conclusion

Big Data in HR is has become a

business imperative

Integration of analytics teams and

building capability are key, not tools

and technology

Analytics is a journey which will

change the way you think

Talent analytics will extend to the

other business analytics groups in

your organization

Expertise and patience is key, but

focus on key business problems first

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Questions

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