Innovations in Talent Analytics -...

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Innovations in TalentAnalytics

By Kelvin ChuaSenior Executive AdvisorJuly 2017

Speaker Profile

Kelvin Chua, Reg Psychol, AFHKPsS Senior Executive Advisor

• Previously the Head of Human Resources with overall responsibilityfor Human Resources across all companies within AIG Hong Kong,Macau and Taiwan

• Registered Industrial-Organisational Psychologist and Associate Fellow of the Hong Kong Psychological Society and also an Adjunct Lecturer of Organizational Behavior at the University of Hong Kong

• BA in Psychology from the University of British Columbia andMA in Organizational Psychology from Columbia University

Email: Phone:

[email protected]+852 2837 3917

#ReimagineHR

Pressure on HR to Capitalise on Data AssetsCEOs Want More Talent Data from HRPercentage of CEOs Who Believe Information Is Important and Comprehensive

HR Plans to Increase Investments in HR Data and Analytics in the Next Two YearsPercentage of Senior HR Leaders

n = 1,258.Source: PwC, “15th Annual Global CEO Survey,” 2012, http://www.pwc.com/en_GX/gx/ceo-survey/pdf/15th-global-ceo-survey.pdf.

n = 108.Source: CEB 2013 Analytics Survey.

0% 50% 100%

Costs of Employee Turnover

Return on Investment in Human Capital

Assessments of Internal Advancement

Labour Costs

Employees’ Views and Needs

Staff Productivity

Information Is Important Receives Sufficient Information

Project # 132706

Catalog # CLC5841813SYN

95% Agree

#ReimagineHR

Data Is Not Leading to Insights or ImpactHR Analytics Has Led Me to Change a Business Decision in the Past YearPercentage of Senior Business Leaders

I Believe I am Getting SignificantReturns on Analytics InvestmentsPercentage of Senior HR Leaders

n = 1,590.Source: CEB 2013 Business Barometer.

8% Agree

15% Agree

n = 108.Source: CEB 2013 Analytics Survey.

Lots of Data; Minimal Insight

“ There’s a lot of data out there but not a lot of information.”

VP, HR Mining Company

Project # 132706


#ReimagineHR

From Reporting to Analytics

From HR Using Data to Provide Talent Reports

Defining terms

To HR Using Analytics to Improve Business Decisions

Talent Analytics: The discovery and communication of meaningful patterns in talent data

Talent Metrics: Units of measurement for talent data

Talent Dashboards and Reports: Tools to communicate talent data

Analysis and Insights Link Explicitly to Evolving Business Challenges

Information Provided Is Driven by Leader Requests and Data Availability

Insights Provide Implications for Business OutcomesReports Provide Leaders with Talent Metrics

Purpose of Analytics Is to Improve Business DecisionsPurpose of Reports Is to Provide Talent Information

Source: CEB analysis.

Project # 132706


#ReimagineHR


Analytics Central to the Future of HRTrends Shaping the Future of HR and Their Implications

Trend Implications for the HR FunctionDegree of Change

Required in HRNeed for Talent

Analytics

Talent Shortage and Skills Scarcity

Succession Planning Deeper into the Organisation

Intelligent Sourcing and Attraction

Personalisation of EVPs

The New (Networked) Work Environment

Virtual Relationships and Fragmented Work Arrangements

Network Performance and Learning

Globalised and Multi-Generational Workforce

Multi-Generational Management

Shift from Expat to Local Talent Investments

Knowledge Transfer from Retiring Workers

Convergence of Talent Management and Business Management

Heightened Talent Scrutiny by Board/CEO

Migration of HR Transaction Processing to Multifunction Shared Services

Project # 132706


#ReimagineHR

The Analytics Era: The Role of Big Data

34% Not or

Somewhat Important66%

Important or Very Important


Big Data Will Be ImportantWithin the three year time-frame, how important do you think “Big Data” (usage of external and internal, unstructured people data) will be to inform workforce related business decisions and to increase analytics maturity and impact?

Two thirds of companies believe that “Big Data” will be important or very important to deliver business value from workforce analytics.

#ReimagineHR

Big Data 101


Extremely large data sets that may be analysed computationally to reveal patterns, trends, and associations, especially relating to human behavior and interactions

Big Data

#ReimagineHR

Structured Data and Unstructured Data 101


Data organized into related categories (e.g., spreadsheets)

Structured DataData that is not organized in any predefined manner

Unstructured Data

#ReimagineHR

Big Data Analytics

Source: Wikimedia Commons, https://commons.wikimedia.org/wiki/File:Eight_Ishihara_charts_for_testing_colour_blindness,_Europe_Wellcome_L0059158.jpg.

#ReimagineHR

The Best Predictor of Attrition?

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#ReimagineHR

Where We Are Effective Today

Today, companies are only effective at managing structured, quantitative data.

Effectiveness of Managing DataPercentage of Companies Perceiving Themselves as Being Effective or Very Effective at Managing Workforce Data

Structured Quantative Data

Structured Qualitative Data

Unstructured Data

0%

50%

100%

0%

50%

100%

90%

31%

0%


#ReimagineHR

Data Types Most Important in the Future

The value of qualitative and unstructured data will grow disproportionally.

Future Value of Data CategoriesPercentage of Companies Receiving or Expecting to Receive High or Very High Business Value from Workforce Data

Structured Quantative Data

Structured Qualitative Data

Unstructured Data

0%

50%

100%

0%

50%

100%

55%

76%

41%

90%

11%

39%

Today

Three Years from Now


#ReimagineHR

A Global Study

Project # 132706


#ReimagineHR

The Goal: Analytic ImpactAnalytic Impact: The Extent to Which Talent Analytics Improves Decisions and Provides Actionable Support to Key Stakeholders

Actionable Support:“ HR Is Effective at Providing Actionable Data-Based Guidance on Key Talent Areas”

Key talent areas include: ■ Sourcing ■ Performance Evaluation ■ HIPO Selection ■ Leadership Development ■ Employee Engagement ■ Succession Planning ■ Compensation and Benefits

Decision Improvement:“ Analytics Support from the HR Function Improves Talent Decisions”

Improvement of decisions made by: ■ CEO ■ Board of Directors ■ Business Leaders ■ Line Managers


#ReimagineHR

…That Drives Talent and Business OutcomesAnalytic Impact Improves Key Talent Outcomes Difference in Analytic Impact Between Leading Analytic Organisations and the Average Organisation

Bench Strength Employee Performance Quality of Hire Employee Engagement

n = 108. Source: CEB 2013 Analytics Survey.1 Financial information on participating organisations was collected through Compustat for organisations where it was available. The median organisation has $9.21 billion in revenue and a 30.76% gross profit ma gin. Increasing from median to maximum Analytic Impact improves collected talent outcomes by 12 percentage points,

which in turn leads to a 6% increase in gross profit ma gin. 2 Talent outcomes were identified y senior HR leaders and surveyed organisations and validated through other internal CEB surveys.

Analytic Impact = Decision Improvement + Actionable Support

0.00

0.60

1.20 1.001.17

1.001.12

1.001.10

1.00 1.09

Average Organisation Leading Analytic Organisations (Top Quartile)

Average Improvement in Key Talent Outcomes by Leading Analytic Organisations = 12%

#ReimagineHR

The Business Application GapAnalytic Impact and Effectiveness at Business Application and Sophistication

High

Low

Low High

Bus

ines

s A

pp

licat

iona

Sophisticationb

High Application, Low Sophistication

Average Analytic Impact: 1.14x

3% of organisations

Leading Analytic Organisations


17% of organisations

Low Application, Low Sophistication



Low Application, High Sophistication



Best Path to Impact

Only 17% of organisationsmatch high sophistication with business application of insights.

Source: CEB 2013 Analytics Survey.a Business application is measured by effectiveness at identifying the right business problems, applying business judgment to data, and engaging leaders to take action.b Sophistication is measured by effectiveness at complex analyses (e.g., predictive and prescriptive modeling).

Project #


#ReimagineHR

Is It What We Measure?The Long Tail of Metrics Percentage of Organisations Reporting Usage by Metric

Metrics

Per

cent

age

of

Org

anis

atio

ns

Rep

ort

ing

the

Met

ric

CEB asked members which metrics they track across their organisation and report to the Board of Directors or the CEO.

These metrics covered a wide variety of talent areas, including:

■ Employee engagement ■ Learning and development ■ Performance management ■ Recruiting ■ Succession planning ■ Workforce planning

Source: CEB 2013 Analytics Survey.

Project #


0%

50%

100%

#ReimagineHR

No Shortage of MetricsWide Range of Metrics from “Mild” to “Wild”

Benefits Cost per Employee

Smiles Frequency (Harrahs Entertainment) Employee Digital Footprint Size (Intel)Employee Loyalty Statistic (JetBlue Airways)Departure Probability (Sprint)

Revenue Per Employee

Hire and Promotion Rate (Google)

Total Compensation per Employee

Benefits Expense as a Percentage of Total Operating Expense

Benefits Expense as Percentage of Revenue

Employee Retention Index

Employment Brand Strength

Employee Commitment Index

Average Employee Compensation

Compensation Expense per FTE

Absentee Rate

Cost/FTEs

Employee Engagement Level

Cost per Hire

Number of FTEs

Wild

Mild

Internal Pay Equity

Forecast the future organisational structure based on current hiring and promotion practices.

Use employee behaviour data to identify employees who are likely to leave.

Use a single question net promoter score to measure engagement.

Record the frequency with which customer-facing staff smile to determine customer satisfaction.

Source: Thomas H. Davenport, Jeanne Harris, and Jeremy Shapiro, “Competing on Talent Analytics,” Harvard Business Review, October 2010; http://hbr.org/2010/10/competing-on-talent-analytics; CEB analysis.

Project #


http://hbr.org/2010/10/competing-on-talent-analytics

#ReimagineHR

No Magic Number of MetricsWide Range in the Number of Metrics Tracked and Reported by Leading OrganisationsRange of Metrics Tracked by Leading Analytic Organisations

n = 116.CEB 2013 Analytics Survey.

Project #


n = 116.CEB 2013 Analytics Survey.

Number of Metrics Tracked

ÿ

0 100 200

35 81 140 1 49 118

ÿ

0 100 200

Number of Metrics Reported to CEO and Board

#ReimagineHR

No Magic MetricsTop Performers and Low Performers Track Largely the Same MetricsRange of Metrics Tracked by Top Quartile and Bottom Quartile Performing Organisations

Bottom Quartile Organisations

1 Performance Appraisal Participation Rate

2 Gender Staffing Breakdown

3 Performance Rating Distribution

4 Compensation Gap to Market

5 Employee Engagement Level

6 Internal Hires/External Hires

7 Transfers

8 Ethnic Background

9 Average Merit Increase for Each Performance Rating

10 Total Number of Hires

Overlapping Metrics

Project #


Leading Analytic Organisations

1 Performance Rating Distribution

2 Performance Appraisal Participation Rate

3 Total Number of Hires

4 Internal Hires/External Hires

5 Employee Engagement Level

6 Average Performance Appraisal Rating

7 Average Time to Fill

8 Average Merit Increase for Each Performance Rating

9 Compensation Gap to Market

10 Average Employee Compensation

#ReimagineHR

Progress in Tracking and Reporting Talent MetricsAverage Organisations Leading Analytic Organisations

Exclusively Tracking Operational Metrics Capture operational metrics recorded in information systems, such as number of employees, performance scores, etc.

Tracking Both Operational and Qualitative Metrics Capture critical talent information that is difficult to capture through traditional HRIS database fields (e.g. engagement and quality of hire) to expand the potential for metrics to impact business decisions.

Track Broad Metrics EpisodicallyA variety of metrics are tracked at specific times across the year as they align to HR initiatives and projects.

Tracking Key Metrics ContinuouslyHR identifies a set of key metrics that are measured more frequently.

Localised DefinitionsMetrics are measured differently across functions, business units, and geographies making organisation-wide comparisons difficult.

Standardised DefinitionsStandard definitions are enforced throughout the organisation to ensure consistency and enable organisation-wide comparisons.

Reporting Only to Senior LeadershipReport findings and insights to senior leaders, such as the CEO or board of directors, limiting the potential impact of metrics.

Reporting to Line ManagersReport findings and insights to line managers empowering them to make decisions.


#ReimagineHR

The Analytics Era: Business-Led and Actionable Analytics

Bus

ines

s O

utco

mes

HR

So

phi

stic

atio

n

Bus

ines

s A

lignm

ent 5 Actionable Analytics

Workforce analytics utilises a variety of techniques to inform business decisions

and provides actionable guidance

Business-Led Analytics4Workforce analytics prioritises talent areas most important to the business by engaging with key

stakeholders to identify where to apply analytics

Cause and Effect Analytics3

HR investigates the causes of talent phenomena to inform HR activities

Standalone Analytics2Workforce analytics is distinguished from reporting and measurement, allowing HR to prioritise specific talent areas for descriptive analysis

1 Ad-hoc Reporting Extension

Workforce analytics is an extension of manually intensive HR measurement and provides descriptive information to the line


© 2013–2016 CEB. All Rights Reserved. CEB160934PRINT_JM_02 #ReimagineHR

Focus on Business Judgement Capabilities Over Data Science


Effectiveness at Business Judgment Improves Analytic Impact More Than Effectiveness at Data ScienceMaximum Impact of Business Judgment and Data Science Activities on Analytic Impact

0%

18%

36% 34% 33% 32%

27%

19% 19%16%

Applying Judgment

to Data

Challenging Business

Assumptions

Diagnosing Business Problems

Where Analytics Can Be Applied

Differentiating the Highest

Value Metrics

Building Simple

Quantitative Models

Building Advanced

Quantitative Models

Managing Datasets

Business Judgment Average = 32%

Data Science Average = 18%

Max

imum

Imp

act

on

Ana

lyti

c Im

pac

t

n = 108.

Source: CEB, CEB Corporate Leadership Council Head of HR Survey, 2013.

#ReimagineHR

Three Challenges to Improving Analytic Impact

n = 9,528.Source: CEB 2013 Global Labour Market Survey.

Few Business Leaders Believe HR Analytics Focuses on the

Right Business QuestionsPercentage of Business Leaders

Few Business Leaders Trust Talent Data and Insights from HR

Percentage of Business Leaders Who Trust Talent Data

“Criticality”Where Should I Focus

Talent Analytics?

“Capability”How Do I Upskill My HR Function?

“Credibility”How Can I Increase

Credibility of HR Data?

2 3

n = 108.Source: CEB 2013 Analytic Survey.

n = 9,528.

Source: CEB 2013 Global Labour Market Survey.

18% Agree

17% Agree

80% Agree

Most HR Leaders Believe HR Staff Capabilities Are a Barrier

to Improving HR AnalyticsPercentage of Senior HR Leaders

1

Gap Inc. Needed To Prioritise Enterprise-Wide Analytics Investments

Supply Challenge: Scattered Data Prevents Easy Fulfillment of Requests

Demand Challenge: Diverse Issues and Priorities Exist Across Brands and Stakeholders

Taleo

SuccessFactors

Oracle G/L

IQ Navigator

PeopleSoft

Learn@Gap

Brand Operations Team






Gap Inc. Workforce

Analytics Team

How do we effectively manage demand and prioritise investments

to serve common, high priority needs across the

enterprise?

Criticality


On-Demand Data Requests Create Prioritisation Challenges

On-Demand Analytics Process

Two Challenges Prevent Prioritizationof Highest-Value Opportunities

VP of Finance

“This development program is really expensive. What returns are we getting?”

Importance: HighNeeded: ASAP

SVP of HR

“How well is our HIPO development plan working?”


HRBP, Business Unit A

“I need to see turnover rates for my business unit, particularly for senior leaders.”


VP, Business Unit B

“Do we have promotions data from the last five years?”


Gap Inc. Workforce

Analytics Team

Translation ChallengeBusiness requests for data often provide a distorted or incomplete view of underlying needs and challenges.

1

Volume ChallengeThe volume and diversity of requests generated through on-demand approaches spreads the analytics team too thin to provide effective support.

2

Criticality


#ReimagineHR

Gap Inc.’s Analytics Prioritisation Principles

Principle 1

Conduct prioritisation exercise based on key questions.

Question-Based Needs Assessment

Principle 2

Identify the most scalable opportunities for impact.

Enterprise Opportunity Identification

Principle 3

Create a roadmap for action and investment.

Analytics Input Evaluation

100 Human Capital Questions Illustrative

Please rank the top 15.1. Are we losing critical talent?

2. Have we sufficiently minimised timeto productivity for new hires?

3. Are we accurately predicting qualityof hire?

4. …

Available? Location Other Barriers to Acquiring or Using Inputs

Required Investment

Today Scattered across the brands in disparate systems

We do not have a clear definition of “critical role.”

We need to invest to ensure a new definition is consistently applied across brands.

2013+ N/A Don’t capture reasons for turnover—use departure survey to fill the gaps.

Launch departure survey in all brands.

Availability Gaps Application GapsBrand Operations Teams’ Responsibilities

Gap Inc. Workforce Analytics Team Priorities

Turnover of Non-

Critical Talent Segments

Recruiting Efficiency

New Hire Quality

Training Participation

Turnover of Critical Talent

Productivity Versus Competitors

Successor Pool Quality for Key

Positions

Employee EngagementBenefits

Satisfaction

Staffing Ratios

Criticality

Source: Gap Inc.; CEB analysis.

Survey Stakeholders to Identify Key Human Capital Priorities

Criticality

Maximize Stakeholder Input, Not Consensus, to Identify Scalable Opportunities for Impact

Gap Inc. Workforce

Analytics Team

HR representatives from each brand review the 100 human capital questions provided by the Workforce Analytics Team and identify the top 15 that are most important to help them make decisions for their business.

HR Generalist Team (Business Expertise)

HR Operations Team (Data Expertise)

Old Navy

Top 15 Questions (Old Navy)

VP

100 Human Capital Questions2 Survey

Please rank the top 15.

Top 15 Human Capital QuestionsPiperlime

Top 15 Human Capital QuestionsBanana Republic

Top 15 Human Capital QuestionsOld Navy

Key Stakeholders

Piperlime

Old Navy

Banana Republic

Intermix

Gap

Athleta

Why Not Take a More Consensus-Based Approach?

Gap Inc. chose not to use a focus group or cross-

functional committee because of risks that might hinder

the accuracy of the final priorities, such as:

1. Group think and2. Only representing the loudest voices or

strongest personalities

Surveying each stakeholder group individually ensured a

“true” representation of most common needs across the

organisation.



Narrow Analytics Focus to Most Scalable Opportunities for ImpactEstablish Ownership Boundaries Based on Scalability of Opportunities

Project # 132706


Criticality

Brand Operations Teams' Responsibilities

Gap Inc. Workforce Analytics Team Priorities

Turnover of Non-

Critical Talent Segments

Recruiting Efficiency

New Hire Quality

Training Participation

Turnover of Critical Talent

Productivity Versus Competitors

Successor Pool Quality for Key

Positions

Employee EngagementBenefits

Satisfaction

StaffingRatios

Analytics Ownership Boundaries

Top 15 Most Commonly Selected Questions Across Gap Inc.1

Illustrative■ Are we losing critical

talent?■ What is the depth and

quality of the successorpool for key positions?

■ Do we have sufficientinternal mobility?

■ Which lines of businessor managers are the bestdevelopers of talent?

■ ...

Top 15 Human Capital QuestionsPiperlime

Top 15 Human Capital QuestionsBanana Republic

Top 15 Human Capital QuestionsOld Navy


Translate Human Capital QuestionsInto a Roadmap For ActionEvaluate Required Inputs to Build a Roadmap for Action and Investment

Project # 132706


Criticality

Question Review Committee

What inputs do we need to answer these questions?

What barriers must we address to obtain the input?

Two representatives

from the Workforce

Analytics Team

Three volunteers from brand operations

teams

Top 15 Questions

AssociatedMeasures

RequiredInputs

Available? Location Other Barriers to Answering the Question Effectively

Investment Required to Address Gaps

1.. What arecritical talent departures really costing the organisation?

Voluntary Turnover Rate

Average head count (critical role)

Today Scattered across the brands in disparate systems

We do not have a clear definition of “critical role.”

Invest to ensure a new definitionis consistently applied across brands.

Voluntary terminations (critical role)

2013+ N/A Don’t capture reasons for turnover—use exit survey to fill the gaps

Launch exit survey in all brands.

Data Availability Gaps Data Application Gaps


Translate Human Capital QuestionsInto a Roadmap For ActionGap Inc.’s Three-Year Analytics Investment Roadmap

Project # 132706


Criticality

Systems

Capability

S ditta

ndar

diza

tion

Identifying barriers beyond just data availability provides a more realistic picture of the time and investment needed to support key priorities.

tegr

Begin daatiota

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Engage key business

partners in WA activities.

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2012

2013

2014

#ReimagineHR



Talent Analytics?




1 3







n = 9,528.


18% Agree

17% Agree

80% Agree



2


Reorient HR Analytics Beyond Data Science To Inspire, Influence, and Shape DecisionsTelefonica’s HR Analytics Realignment to Drive Actionability

Project # 132706


Criticality

Telefonica’s Solutions

Use Data and Insight to Inspire, Influence, and Shape How We Make Decisions

HR Analytics Function Our Mandate:

Hire for Business Judgment; Train for Advanced Quantitative Skills

Telefonica assesses the ability to drive actionable insight when hiring HR analytics employees using simulations that test for the required skills.

Reinforce Actionability at Each Stage of the HR Analytics Project Cycle

Telefonica provides unique opportunities to employees to drive actionability of HR data throughout the HR analytics project cycle.

Establish Mutual Accountability for HR Analytics Application

Telefonica educates the business community on how HR analytics will support them in applying data to take action as well as the support the HR analytics team will require from the business.


Hire For Business Judgement; Train for Advanced Quantitative SkillsTelefonica’s HR Analytics Candidate Assessment Criteria

Project # 132706


Criticality

Desired Skill Set:■ Degree-level education in a related field, master’s degree a plus■ Strong analytical skills■ Business acumen■ Strategic thinking■ Insight generation

Assessment Task 1: Using HR Analytics to Support Business Growth

One of the businesses in Telefonica Europe has had significant growth in the past 12 months. Another business is struggling to retain customers, and their customer satisfaction index is lower than competitors.

Put together a proposal for the HR director on how the HR analytics team could add some value here. Your proposal should contain:

■

■

■

■

What is the business challenge/research question?How can the HR analytics team add value?What sources of information will you use to explore your research question?What will the high-level project plan look like? How would you partner with the business to add maximum value?

Assessment Task 2: Communicating Insights to the CEO

Attached you will find an Excel sheet containing employee engagement data, contact-driven data, and nonfinancialKPIs.

Your task is to consider the data, identify key findings or hypotheses, and develop a five–minute presentation for the CEO of one of the operating businesses.

The findings should consider some key tangible recommendations for consideration by the CEO. You should also make reference to other data that you would find useful to consider as part of this analysis. The presentation should focus on effectively communicating the insight to the CEO.

■ Judgment■ Influence and collaboration■ Commercial awareness■ Communication/presentation skills■ Ability to identify/prioritise the right metrics

*Although quant skills areused as “table stakes” and assessed through degree/

course work, the main assessment tasks focus on assessment of skills

required to drive business decision making.


Reinforce Actionability at Each Stage of theHR Analytics Project CycleSample Tasks to Reinforce Actionability

Project # 132706


Criticality

1.. Problem Identification

2. Measurement PlanDesign

3. Stakeholder Buy-Infor Measurement Plan

4. Data Collection andAnalysis

5. Insight Generationand Communication

Use internal networking opportunities with cross-functional analytics teams to

discuss HR data in context with other available business data.

Conduct simulation exercises where HR analytics employees

present findings to their teams as they would to the business.

Use team brainstorming sessions to identify

the right metrics to track to address a business problem and exchange best practices on methodology.

Create opportunities for HR analytics employees to network with the HR community to get in-depth knowledge of business unit–specific challenges

Use one-on-one manager coaching for business case building, and use role plays to practice presenting the business case.


Establish Mutual Accountability For HR Analytics ApplicationTelefonica’s Two-Step Business Stakeholder Education and Engagement Process

Project # 132706


Criticality

Business Stakeholder

HR Analytics Team Lead

1 Set Expectations for Overall Functional Goals

Our goal is to use data and insights to inspire, influence, and shape how you make decisions. Our goal is not to provide you with data reports after running complex analyses.

2 Set Project-Specific Performance Expectations

Through the course of this project, we will support you by:

■

■

Identifying key challenges most critical to your business;Identifying the right HR data and analyses that can solve the challenge;

■

■

Communicating the implications of data analyses; andPartnering to determine actionable decisions based ondata implications.

3 Set Expectations for Desired Business Support on Project Execution

■ To achieve the desired project outcomes, we will needyour support in helping the team understand businesspriorities and challenges and require more involvement indata discussions.

Before Starting an HR Analytics ProjectSample Questions to Collect Qualitative Business Stakeholder Feedback

Inspire

1. Does the work of the HR analytics team inspire business decisionmaking—do you feel they clearly understand business prioritiesand on-the-ground business challenges?

2. Do you agree that the quantitative models developed by the HRanalytics team are designed to generate the data and insightsmost relevant to you?

Influence

1. Does the output generated by the HR analytics team influence your decisions—are the deliverables timely and easily consumable?

2. Do you fully understand all the implications of the data analysis(different scenarios and outcomes)?

Shape

1. Did the recommendations provided by the HR analytics team helpshape your actions—can you provide examples of how you usedthe information to drive change and how that affected your KPIs?

After Project Completion

#ReimagineHR





Talent Analytics?


1 2 3







n = 9,528.


18% Agree

17% Agree

80% Agree



#ReimagineHR

Seagate End User PlatformSeagate’s Analytics Delivery Strategy Addresses Three Common Delivery Pitfalls

Filtered Data VisualisationsBenchmark Visualisation

Too Much Data to Consume Quickly

Unclear Decision Implications

Limited Implementation

Seagate’s Delivery Strategy: Maximise End User

Ownership

Workforce Distribution

Gra

dua

te

Inte

rmed

iate

Fel

low

Sen

ior

Sta

ff

Sen

ior

Sta

ff

Pri

ncip

al40%

0%

20%

Current State

Industry Benchmark

Internal Goal

Leader-Driven Decision Scenarios Scenario Planning Tool

Proactive Decision OutputStaffing Plan for Recruiting Team

Staffing Plan

Job LevelEstimated Hiring (2013)

Estimated Hiring (2014)

Graduate 35 30

Intermediate 40 35

Senior 45 40

Staff 20 15

Senior Staff 10 10

Principal 2 2

Fellow 0 0

1 2 3

Credibility

Source: Seagate; CEB analysis.


Present Visualisations that Help Leaders Diagnose Challenges ThemselvesDeveloping Simplified Visualisations

Credibility

Typical Approach: High Volume of Workforce Planning Data Available to HR

Key insights are lost among irrelevant data.

Requires HRBP support to understand implications

Criteria for Filtering HR Data for Business Leaders1. What is the talent condition we want the leader

to diagnose (e.g., workforce health, talentrequirements, etc.)?

2. What information would the leader findmeaningful, even if they disagree?

3. What questions do we want the leader to ask?4. What resistance do we anticipate?5. What challenges do we want to bring to the

leader’s attention?

What is the most important data for business leaders to diagnose challenges?

“ ”

1. Highlights the talent conditionthat needs to be diagnosedWorkforce Distribution

Current State

Industry Benchmark

Internal Goal

Workforce Planning Discussion

HRBP Business Leader

Seagate’s Approach: Filtered Data Visualisation for Leader-Led Diagnosis of Workforce Health

Gra

du

ate

Inte

rmed

iate

Fel

low

Sen

ior

Sta

ff

Sen

ior

Sta

ff

Pri

nci

pal

40%

0%

20%

2. The current state and industrybenchmark

3. The challenge diagnosis leadsto discussions around the idealinternal goal.



Use Scenarios to Support Complex DecisionsKey Principles of Solution Self-Discovery

Credibility


Self-Service Workforce Distribution Tool

Financial Implications

Decision Implication

Job Level Current State Internal Goal Decision Options

Graduates 7% 5% Reduction in Force Promotion Hiring

Intermediate 10% 14% - - -

Senior 19% 23% - - -

Staff 23% 30% - - -

Senior Staff 26% 14% - - -

Principal 12% 23% - - -

Fellow 3% 5% - - -

Current Benchmark 3 Year 5 Year

Estimated Labor Cost $125,000 $100,000 $110,000 $105,000

Current

Benchmark

Year Three

Year Five

3.. Include guardrails to manage risk associated withself-service.

1.. Provide insight into different variables affecting thedecision to help frame alternative decision scenarios.

2. Allow users to compare outcomes of alternativedecisions:■

■

Across time horizonsIn terms of financial implications

Gra

du

ate

Inte

rmed

iate

Fel

low

Sen

ior

Sta

ff

Sen

ior

Sta

ff

Pri

nci

pal

30%

0%

15%

Works best when…

■

■

■

■

Few variables involved in decision (e.g., compliance)Minimal judgment and interpretation required from dataRequires HR expertiseHigh receptivity to HR’s recommendations

Works best when…

■

■

■

Large number of variables and more than one acceptable solution (e.g., workforce distribution)High degree of judgment and interpretation required from dataLow receptivity to HR directives due to unclear implications

Level of Judgment and Interpretation Required

HighLeader Self-DiscoveryEnable leaders to assess different

solutions for the identified problem before making a decision.

Low

Determining Feasibility of Discovery-Based Decision Support HR DirectivesProvide clear recommendations for leaders.


Provide Action Owners withImplementation GuidanceExtending the Influence of Analytics Team to Decision Execution

Credibility


“What is the optimal workforce distribution for my business unit?”

Phase 1: Decision MakingMost analytics teams focus only on influencingdecision makers.

Analytics Team

Decision Maker

Action Owners

Phase 2: Execution StrategySeagate ensures that decision outcomes are disseminated to action owners to ensure decision implementation.

HRBP

Staffing team: “Where do we need to focus our sourcing efforts?”

Learning and Development Team: “How many recent graduates do we expect to onboard next year?”

Proactive Decision Output Illustrative Example

Leader’s Decision: Fill majority of positions at entry and middle level in 2013–14 to balance top heavy workforce distribution.

Immediate and Strategic Next Steps for Action Owners

Primary Action Owners Secondary Action Owners

Recruiting Team: Create sourcing plan to hire 100 employees in 2013 and 150 employees in 2014.

Recruiting Team: Consider internal mobility strategy at senior level.L&D Team: Prepare development plan for expected new graduate hires.

Staffing Pl

Job Level Estimated Hiring (2013)

Estimated Hiring (2014)

Graduate 35 30

Intermediate 40 35

Senior 45 40

Staff 20 15

Senior Staff 10 10

Principal 2 2

Fellow 0 0

#ReimagineHR

Moving from Insight to ActionInnovations in Talent AnalyticsRecommended Next Steps and Resources

#ReimagineHRContact Your Account Manager

Diagnose analytic maturity against business needs.

CEB Corporate Leadership Council™ Talent Analytics Diagnostic and Metrics That Matter™

Develop talent analytics strategy.

CEB Metrics That Matter™ Consulting

Drive business application of

talent analytics.

CEB Corporate Leadership Council™ Driving Returns from HR Analytics: Implementation Tools

Leverage talent analytics to drive business strategy.

CEB TalentNeuron and CEB Metrics That Matter™ Consulting

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