THE 10 ESSENTIALS TO GENERATING TSI ACTIONABLE …€¦ · Even with appropriate data and systems,...
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THE 10 ESSENTIALS TO GENERATING ACTIONABLE WORKFORCE INSIGHT TSI 1. Executive Involvement Leaders not only need to sponsor workforce planning and analytics efforts, they need to be involved in them. They are the principal customers. As such, they need to clearly state their needs, as well as take action on the in- sights produced. 2. Dedicated Professionals It’s not fair to ask a report writer or technolo- gist to “tell the story” of what the data means. Trained researchers do this, and analysis and problem-solving needs to be their focus. An- alytics is not a part-time job. It’s a full-time job requiring specialized skills. 3. Governance A lot of analyses can be done, yet priorities need to be set. A lot of things must happen, thus decisions must be made. A common lan- guage and data dictionary are essential. Exec- utives own the process. Analysts facilitate it. 4. Research Agenda Not all internal customers and analytical proj- ects are weighted equally. Some projects are more valuable. Some are more time-consum- ing while others are quick. Listing projects clarifies what’s being done as well as what could be done with additional resources. 5. Analytical Diversity Most research questions have an array of an- alytical techniques that can be applied to an- swer them. Choices have to be made, and skilled analysts understand the menu of statis- tical options. It’s not a one-technique fits all. 6. Measurement Strategy What happens when executives want a question answered and the available data is simply inappropriate? Too many jump into analysis without calling this out. Find &/or create the data that’s required to answer im- portant business questions. 7. Systems Strategy To collect appropriate data requires appro- priate systems. Talent technologies are most often selected to improve processes, not gen- erate actionable workforce insight. Use fore- sight and make it an “and” – improve processes and provide appropriate data. 8. Analytical Tools Even with appropriate data and systems, spe- cific analytical tools are required to do certain types of analyses. From data staging, visualiza- tion, statistical analysis, modeling, scenario plan- ning, data mining, machine learning, etc., tools need to be consciously selected. 9. Ample Budget Workforce insight is not free. It doesn’t come with process-based technologies. It’s a focused effort requiring people, processes, technologies, and governance. It’s takes time and money. It’s an in- vestment, though, that can reap massive returns. 10. Unwavering Commitment Analysts, processes, and data improve over time, as do leaders’ abilities to prioritize and take action. It takes time. It takes a long-term view. It’s not a quick fix. It requires the willingness and capacity to learn. Everyone involved must understand this and com- mit to the improvement journey.
Transcript of THE 10 ESSENTIALS TO GENERATING TSI ACTIONABLE …€¦ · Even with appropriate data and systems,...
THE 10 ESSENTIALS TO GENERATING ACTIONABLE WORKFORCE INSIGHT TSI
1. Executive InvolvementLeaders not only need to sponsor workforce planning and analytics efforts, they need to be involved in them. They are the principal customers. As such, they need to clearly state their needs, as well as take action on the in-sights produced.
2. Dedicated ProfessionalsIt’s not fair to ask a report writer or technolo-gist to “tell the story” of what the data means. Trained researchers do this, and analysis and problem-solving needs to be their focus. An-alytics is not a part-time job. It’s a full-time job requiring specialized skills.
3. GovernanceA lot of analyses can be done, yet priorities need to be set. A lot of things must happen, thus decisions must be made. A common lan-guage and data dictionary are essential. Exec-utives own the process. Analysts facilitate it.
4. Research AgendaNot all internal customers and analytical proj-ects are weighted equally. Some projects are more valuable. Some are more time-consum-ing while others are quick. Listing projects clarifies what’s being done as well as what could be done with additional resources.
5. Analytical DiversityMost research questions have an array of an-alytical techniques that can be applied to an-swer them. Choices have to be made, and skilled analysts understand the menu of statis-tical options. It’s not a one-technique fits all.
6. Measurement StrategyWhat happens when executives want a question answered and the available data is simply inappropriate? Too many jump into analysis without calling this out. Find &/or create the data that’s required to answer im-portant business questions.
7. Systems StrategyTo collect appropriate data requires appro-priate systems. Talent technologies are most often selected to improve processes, not gen-erate actionable workforce insight. Use fore-sight and make it an “and” – improve processes and provide appropriate data.
8. Analytical ToolsEven with appropriate data and systems, spe-cific analytical tools are required to do certain types of analyses. From data staging, visualiza-tion, statistical analysis, modeling, scenario plan-ning, data mining, machine learning, etc., tools need to be consciously selected.
9. Ample BudgetWorkforce insight is not free. It doesn’t come with process-based technologies. It’s a focused effort requiring people, processes, technologies, and governance. It’s takes time and money. It’s an in-vestment, though, that can reap massive returns.
10. Unwavering CommitmentAnalysts, processes, and data improve over time, as do leaders’ abilities to prioritize and take action. It takes time. It takes a long-term view. It’s not a quick fix. It requires the willingness and capacity to learn. Everyone involved must understand this and com-mit to the improvement journey.
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LEARN ∙ EXPLORE ∙ CREATETSI helps individuals and organizations formulate, measure, and manage their talent strategies over time. This includes evangelizing proven and innovative practices, educating the next generation of workforce planning &
analytics professionals, and helping organizations advance on their particular journey. We do this through a series of conferences, public workshops, in-house workshops, content sites, online training programs, and strategic advisory.
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management. We are here to serve, and to help make great things happen!
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WI ACADEMYThe Workforce Intelligence Academy (WIA) is an edu-cation-consulting hybrid that advances an individual’s knowledge of workforce planning, analytics, and talent strategy while also delivering value to the sponsoring organization. The cohort model enables peer learn-ing and access to thought leaders and popular tools. Perfect for those leading workforce planning, talent management, people analytics, or related disciplines.
Peer learning is a uniquely valuable way to learn, explore, and get things done. Our councils include:
TRAININGFrom talent measurement, analytics, to workforce plan-ning, we help everyone from executive leadership teams to HR professionals better understand the value of these disciplines, as well as how to bring them to life. Reinventing “performance management” – as this pro-cess produces key measures – is a TSI specialty that delivers disproportionate value.
ADVISORYWe help leaders formulate, measure, and manage their talent strategies over time. This involves integrating processes, people, and measures throughout the em-ployee life-cycle. It involves creating systematic ways of creating timely and actionable workforce insight. It involves consciously creating employee experiences that inspire people to do their best work.
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