Copyright © 2010 Accenture, Thomas H. Davenport, and Jeremy Shapiro. All Rights Reserved. Competing...

Copyright © 2010 Accenture, Thomas H. Davenport, and Jeremy Shapiro. All Rights Reserved.

Competing on Talent AnalyticsJeremy ShapiroExecutive Director, HRMorgan Stanley

Copyright © 2010 Accenture, Thomas H. Davenport, and Jeremy Shapiro. All Rights Reserved. 2

What are Talent Analytics?

Talent Analytics makes use of data about your employees to find new insights that links people decisions to organizational performance.


Caesars Entertainment Example

• Caesars links talent decisions to customer satisfaction. • Customer satisfaction scores are a leading indicator of the number of

visits it can expect from regular customers. Scores are linked to talent management practices:

– Measuring “Smile Frequency” of client facing teams– Forecasting staffing needs using analytics – Optimizing HR practices that lift performance

– Increase Wellness Increase Attendance & Engagement Increase Customer Sat & Revenue

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JetBlue Example

• The Problem with HR Facts– Not focused on assisting a manager

in making a decision.– Frequently a subjective evaluation

(i.e. “Our turnover is too high.”)

• JetBlue’s Solution– Net Promoter Score. – Would you recommend working at

JetBlue to a friend?– A meaningful “fact” for their managers

to monitor team health.– Value chain: Employee Engagement

Customer Satisfaction Financial Performance

4


Applying Talent Analytics

5

Human Capital Facts

Analytical HR

HC Investment Analysis

Talent Value Model

Talent Supply Chain

Workforce Forecasts

How should my workforce needs adapt to changes in the business environment?

Why do employees choose to stay with or leave my company?

Which actions have the greatest impact on my business?

What are key indicators of my organization’s

overall health? Data in Order

Key Targets/Segments

Differentiated Action

Institutional Action

Real

-

Time Optimization

Predictive Action

Which units, departments or

individuals need attention?

How do I know when to staff up or cut back?


Applying Talent Analytics

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Human Capital Facts

Analytical HR

HC Investment Analysis

Talent Value Model

Talent Supply Chain

Workforce Forecasts

Data in Order

Key Targets/Segments

Differentiated Action

Institutional Action

Real

-

Time Optimization

Predictive Action

http://www.jetblue.com/


Ketchum / Kodak Example

Knowing and utilizing the network’s center

Leveraging the network’s edge

Bridging silos where collaboration matters

© 2011 The Network Roundtable LLC

Source: Rob Cross, University of Virginia, Driving Results through Social Networks


Google Example

• Employee performance data used to determine interventions for high and low performers– Hypothesis: Google hires talented people

so low performers may be misplaced or poorly managed

– Outcome: Detailed analysis confirmed their hypothesis and a number of difficult situations were subsequently addressed

Managers have the option of exposing their own performance to other managers


The DELTA Model and Talent Analytics

DELTA Model Organization Talent Analytics

Data• Right HR Metrics• Augment existing with new

Smile frequency among customer—facing staff

Enterprise• Broad access to employee data• Important statistical relationship

between employee satisfaction and company performance

Quarterly employee engagement surveys

Leadership• Belief that human-capital insights

should be used to solve business problems

Manager adoption crucial – analytics in company language

Targets• Based on priority talent challenges

combined with business priorities

Initial priority – hire the right people. Shifted to gaining insight into employee attrition over a two year period

Analysts• Combination HR and statistical

analysis expertise

Established HR analytics groups to gain deeper insights into people practices


Learn Wisely – Mistakes to Avoid

1. Treating people like interchangeable widgets

2. Waiting for 100% accurate data

3. Ignoring factors that can’t easily be translated into measures

4. Working in silos – getting cross functional help

5. Failure to monitor organizational priorities; creating irrelevant analyses

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Final Thought: Talent Data vs. Performance

SOURCE: Bassi, et al., Good Company: Business Success in the Worthiness Era (Berrett-Koehler, 2011).

Each bar represents a pair of companies in the same industry with Good Company score differences of 3 points or more. The bar represents the stock performance of the company with the higher Good Company score, minus the stock performance of the company with the lower score.


To Learn More . . .

• Competing on Talent Analytics, Harvard Business Review, October 2010

• Competing on Analytics: The New Science of Winning (HBP, 2007)

• Analytics at Work: Smarter Decisions, Better Results (HBP, 2010)

• Good Company: Business Success in the Worthiness Era (BK, 2011)

• Counting on Analytical Talent, Accenture Institute for High Performance, Mar 2010

Copyright © 2010 Accenture, Thomas H. Davenport, and Jeremy Shapiro. All Rights Reserved. Competing...

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