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Research overview
Unless otherwise noted, all data referenced in this is from 2017 Deloitte Global Human Capital Trends: Rewriting the rules for the digital age.
Deloitte’s largest and most extensive human capital survey to date
10,000+business and HR leaders
140 countries
report theyhave usable
data
People analytics:Recalculating the route
8%
have a good understandingof which talent dimensions drive performance
9%have broadly deployed HR and talent scorecards for line managers
15%
New tools are emerging and analyticsare shifting from push to pull
71%Very important or important
Market Pressures
New Organizational
Models
Culture and Engagement
Managing Changing Workforce
Demographics
Developing Leaders
People Analytics can describe and predict those factors that make for an engaged employee and that define the optimized organizational model and culture.
Attraction
• What are the characteristics of high-performing leaders, and how can we hire/promote people like them?
Retention
• How can the organization retain top performers despite demand for these resources in the marketplace?
Development
• How to assess if training programs are effective and that the organization is using training dollars effectively and efficiently
Engagement
• How does engagement correlate with business metrics (e.g. productivity, sales, profitability, theft, accidents, etc.?
Impacted Business
Capabilities
Key Business Issues
Massive Business Disruptions
Changing Workforce
Demographics
Worker Expectations of the Company
Worker impact on company
branding
Availability of Talent Required to Succeed
B
T
B B
D
Organizational Design
• How will redesigning the organization structure help achieve strategic objectives?
Productivity
• What are the characteristics of our most productive employees?
Driving Productivity
Common Focus Areas for People Analytics
Organizations are facing major disruptions in their businesses and in the workforce
Not all issues require advanced analytics. We recommend that our clients use the least sophisticated approach to achieve their objectives
Level Setting: What do we mean by analytics?
Advanced Reporting:Measurement for benchmarking and decision
making
Operational Reporting:Measurement for efficiency and compliance
Advanced Analytics:Segmentation, statistical analysis, and development of people models
Predictive Analytics:
Scenario planning and risk mitigation
• Measures that help “transform the business” and “define the future”• Using models to identify potential future risks (e.g., shortages, skills gaps,
performance gaps), creating workforce planning scenarios based on business and economic conditions, identifying current and future talent risks in detail
• Measures and tools that help “dramatically improve the business”• Segmentation of the workforce into various performance and risk pools;
understanding drivers of business performance and talent readiness with statistical rigor; and, building trusted “people models” that define the variables which drive outcomes, creating actionable dashboards and tools based on these models
• HR measures that tell “how we compare and can improve” HR, L&D and business operations
• Data that displays trends and can be used for analysis• Business and derived HR measures, including revenue per
employee, engagement, risk of loss, actual skills, mobility, HR spending per employee, L&D efficiency and trend data over time
• HR measures that explain “how we are allocating resources,” and “the state of our workforce and HR programs”
• Training hours, time to hire, cost to hire, depth of leadership pipeline, grievances, safety records, demographics, tenure, certification levels, Compa ratios, turnover, performance distribution, etc.
Source: Bersin by Deloitte
Recruiting & Staffing
Talent Optimization
Culture & Engagement
HR Service Delivery
Performance & Rewards
Workforce Planning &
Shaping
PeopleAnalytics
• HR Operations Efficiency & Optimization• HR Strategic Planning / Portfolio Management
• Workforce Management & Planning• Labor Cost Optimization• Location Strategy & Selection
• Learning Optimization• Leadership Development
Analytics • Workforce Retention Analytics
• Talent Acquisition Analytics• Network Analysis• Global Mobility
• Diversity & Inclusion • Organizational Culture Analysis• Employee Engagement and Intervention• Employee Safety
• Workforce Productivity and Performance
• Compensation, Rewards, and Recognition
• Benefits Analytics
People Analytics insight frameworkThis framework highlights the high-impact analytics focus areas that are frequently addressed
Leading practices for people analytics – Start here
Lessons learned that expedite the implementation
of People Analytics and realization of
business value
Right Team Leadership
Fluency
TeamStructure
RoadmapIntegration
Data
Value &Impact
Assemble a team that is multidisciplinary
Translate information and findings into actionable solutions
Strategy to integrate data from across HR, organizational, and external sources
Prioritize clean and reliable data across HR and the organization
Invest at a senior level in a business focused people analytics leader
Increase analytics fluency throughout the organization
Establish clear leadership within a single team initially, even if you eventually decentralize
Develop a two- to three-year roadmap for investment in analytics
0101
0101
Source: Deloitte 2017 Human Capital Trends Report, March 2017
Building People Analytics Capability
IssueLack of trust in HR and Payroll data
• Significant cost and time commitment to reconcile and aggregate
data sources from multiple systems and in multiple formats
• HRIS environment consisted of multiple instances of disparate
systems
• Download all information to spreadsheets and create graphic
reports to tell the workforce story
Impact
Solution
Implemented a new HRIS with multiple talent modules including
Prism Analytics, Planning, Worksheets, Scorecarding and
Management Dashboards
Strategized and developed a comprehensive reporting and
analytics strategy, including the new HRIS and visualization
technology roadmap
Designed and established comprehensive data governance
program
• Analyze strategic HR, Payroll, Benefit and Talent Management
programs
• Gain valuable insights from sizable and trusted data sets that have
been too cumbersome to manipulate
• Supporting key business and HR priorities (attrition, succession and
learning programs) with trend focus and root cause understanding
– Case Example Financial / Insurance Services Firm
www.deloitte.com
@DeloitteTalent
This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services.
This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor.
Deloitte shall not be responsible for any loss sustained by any person who relies on this publication.
As used in this document, "Deloitte" means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.
Copyright © 2017 Deloitte Development LLC. All rights reserved.Member of Deloitte Touche Tohmatsu Limited
2017 HR Virtual Event: Recalculating the Route
with People Analytics
MODERATOR
WALT SOKOLLLeader, U.S.
Workday Practice
Deloitte
PANELIST
AMIT CHOWDHARY VP, Workforce
Planning & Analytics
Visa
PANELIST
JESSE DAVIDSON Vice President of
People Analytics
21st Century Fox
PANELIST
CRISTINA GOLDTVP, HCM
Product Management
Workday
2017 HR Virtual Event: Recalculating the Route
with People Analytics
Audience Q&A will begin shortly.
Please submit your questions.
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