data-driven talent decisions
TRANSCRIPT
HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 1
Data-Driven Talent Decisions
Karen O’LeonardVice President, Analytics & BenchmarkingBersin by DeloitteDeloitte Consulting, LLP
November 2014
Where We are Now -Where We Want to Be
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 2
Copyright © 2014 Deloitte Development LLC. All rights reserved.1 HARRT Retreat 2014© 2014 Deloitte Consulting LLP & Kaisen Consulting Ltd.
• Where are we?
• Where do we want to be?
---- Discussion ----
• How do we get there?
---- Discussion ----
• Wrap-Up
Agenda
Break-out Groups
Discussion
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 3
Where Are We?The Current State of Talent Analytics
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 4
Copyright © 2014 Deloitte Development LLC. All rights reserved.3 HARRT Retreat 2014
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Talent Analytics Maturity Model
Source: Bersin by Deloitte, 2014
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Operational ReportingReactive Reporting of Operational & Compliance Measures •
Focus on Data Accuracy, Consistency, Timeliness
Level 1
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 5
Copyright © 2014 Deloitte Development LLC. All rights reserved.4 HARRT Retreat 2014
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Advanced AnalyticsStatistical Modeling and Root Cause Analysis to Solve Business Problems •
Proactive in Identifying Issues & Actionable Solutions
Predictive AnalyticsDevelopment of Predictive Models • Scenario Planning •
Risk Analysis & Mitigation • Integration with Strategic Planning
Level 3
Level 4
Talent Analytics Maturity Model
Source: Bersin by Deloitte, 2014
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Operational ReportingReactive Reporting of Operational & Compliance Measures •
Focus on Data Accuracy, Consistency, Timeliness
Advanced ReportingProactive Reporting for Decision-Making • Analysis of Trends
& Benchmarks • Customizable, Self-Service Dashboards
Level 1
Level 2
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 6
Copyright © 2014 Deloitte Development LLC. All rights reserved.5 HARRT Retreat 2014
Be
rsin
by
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loit
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Talent Analytics Maturity Model
Source: Bersin by Deloitte, 2014Be
rsin
by
De
loit
te
Operational ReportingReactive Reporting of Operational & Compliance Measures •
Focus on Data Accuracy, Consistency, Timeliness
Advanced ReportingProactive Reporting for Decision-Making • Analysis of Trends
& Benchmarks • Customizable, Self-Service Dashboards
Advanced AnalyticsStatistical Analysis to Solve Business Problems • Identification of Issues
& Actionable Solutions • Centralized Staffing & Integrated Data
Level 1
Level 2
Level 3
Source: Bersin by Deloitte, 2014
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 7
Copyright © 2014 Deloitte Development LLC. All rights reserved.6 HARRT Retreat 2014
Be
rsin
by
De
loit
te
Operational ReportingReactive Reporting of Operational & Compliance Measures •
Focus on Data Accuracy, Consistency, Timeliness
Advanced ReportingProactive Reporting for Decision-Making • Analysis of Trends
& Benchmarks • Customizable, Self-Service Dashboards
Advanced AnalyticsStatistical Analysis to Solve Business Problems • Identification of Issues
& Actionable Solutions • Centralized Staffing & Integrated Data
Predictive AnalyticsDevelopment of Predictive Models • Scenario Planning •
Integration with Business & Workforce Planning • Data Governance Model
Level 1
Level 2
Level 3
Level 4
Talent Analytics Maturity Model
Source: Bersin by Deloitte, 2014
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 8
Copyright © 2014 Deloitte Development LLC. All rights reserved.7 HARRT Retreat 2014
Be
rsin
by
De
loit
te
Talent Analytics Maturity Model
Source: Bersin by Deloitte, 2014Be
rsin
by
De
loit
te
Operational ReportingReactive Reporting of Operational & Compliance Measures •
Focus on Data Accuracy, Consistency, Timeliness
Advanced ReportingProactive Reporting for Decision-Making • Analysis of Trends
& Benchmarks • Customizable, Self-Service Dashboards
Advanced AnalyticsStatistical Analysis to Solve Business Problems • Identification of Issues
& Actionable Solutions • Centralized Staffing & Integrated Data
Predictive AnalyticsDevelopment of Predictive Models • Scenario Planning •
Integration with Business & Workforce Planning • Data Governance Model
Level 1
Level 2
Level 3
Level 4
4%
10%
30%
56%
Source: Bersin by Deloitte, 2014
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 9
Copyright © 2014 Deloitte Development LLC. All rights reserved.8 HARRT Retreat 20148
Making the Leap to Analytics
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 10
Where Do We Want to Be?Opening Up New Possibilities
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 11
Copyright © 2014 Deloitte Development LLC. All rights reserved.10 HARRT Retreat 2014
Analytics is a key to getting that seat at the table.
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 12
Copyright © 2014 Deloitte Development LLC. All rights reserved.11 HARRT Retreat 2014
Focus on Solving Business ProblemsMeasure with a focus on decision making – know what
business problem is being addressed.
How can we reduce turnover in our critical
roles?
How can we improve client retention?
What training programs drive greater productivity?
How do we optimize the use of our contingent workforce?
What will our talent gaps be next year
based on retirement rates?
How can we hire better candidates?
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 13
Copyright © 2014 Deloitte Development LLC. All rights reserved.12 HARRT Retreat 2014© 2014 Deloitte Consulting LLP & Kaisen Consulting Ltd.
How can we improve quality of hire?
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 14
Copyright © 2014 Deloitte Development LLC. All rights reserved.13 HARRT Retreat 2014
Recruiting process for new sales reps was based on a set of beliefs held by executives.
Criteria included:
Degree from top university
High grade point average
Good quality references
Example: Hiring Salespeople
?The process was NOT working: new sales reps had high turnover and high variability in performance.
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 15
Copyright © 2014 Deloitte Development LLC. All rights reserved.14 HARRT Retreat 2014
Data showed that six things matter
Example: Hiring Salespeople (cont.)
Highly Correlated with Success
1. No typos or errors on resume2. Attained a degree3. Prior experience selling real-estate or autos4. Demonstrated success in prior jobs5. Ability to succeed with vague instruction6. Experience planning time and multi-tasking
What Didn’t Matter
• Where they went to school
• Grade point average
• Quality of their references
Their AssumptionsWere Wrong
Within six monthsof implementing a
new screeningprocess,
revenues went
up by $4 million.
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 16
Copyright © 2014 Deloitte Development LLC. All rights reserved.15 HARRT Retreat 2014
Should we hire candidates with resume errors?
Example: Evaluating the Screening Process
Liberty Mutual Insurance
Confidential 15
Actions taken• Resume screening for errors
• Resumes with errors do not pass through to hiring managers
Employees with resume errors were:• 50% more likely to turnover
• 30% lower performance
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 17
Copyright © 2014 Deloitte Development LLC. All rights reserved.16 HARRT Retreat 2014
Are rehires better quality than “brand new” hires?
Example: Examining Rehires
Liberty Mutual Insurance
Confidential 16
Rehires Better:
First year performance
scores
“Brand New” Hires Better:
Retention
Tenure
Rehires 18% more likely to vol term
Rehires term 7x faster
Rehires who were High Performers typically did not retain their high
performance past the initial 12
months.
The longer the time to rehire, the lower the chance of turnover. (After 3 years, the
chance of termination declines substantially.)
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 18
© 2014 Deloitte Consulting LLP & Kaisen Consulting Ltd.
How Can We Improve Retention?
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 19
Copyright © 2014 Deloitte Development LLC. All rights reserved.18 HARRT Retreat 2014
Managers believed compensation was the issue
Example: Predicting Turnover
Talent Initiatives
Create “talent retention” workshops for managers
Accelerated career programs for HiPo’s
Manager development
Time in Position > 2 years
Age <27 Single Male
Low Manager Tenure
Low Manager
Perf.
High Manager Turnover
Rehire
Low Performance
Drop in Performance
Results
Within 9 months, turnover dropped from
double-digits to single digits.
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 20
Copyright © 2014 Deloitte Development LLC. All rights reserved.19 HARRT Retreat 2014
Predicting Turnover: Individual Risk Profile Risk Trend
Employee Data
Risk Score
Risk Drivers
2010 2011 2012 2013
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 21
Copyright © 2014 Deloitte Development LLC. All rights reserved.20 HARRT Retreat 2014
Millions in savings for each percentage point drop
Quantifying the Benefits of Reduced Turnover
Cost Savings: Hard Costs Cost Savings: Soft Costs
Soft Costs
Time to source / identify new candidate 10 days
Time to recruit new candidate 50 days
Time to train/develop in year 1 20 days
Total 80 days
16 wks (80 days) x $2,000/wk $32,000
Time to reach productivity of lostemployee 20 days
20 days X ($100 rev / ee hour) $16,000$48,000
Hard Costs
Recruiting and hiring costs per employee $20,000
Training and orientation costs per employee $ 8,000
Total hard costs per lost employee $28,000
Cost of Voluntary Turnover to Organization
1% Voluntary Turnover Rate
X 30,000 employees
X $76,000 cost per employee
Total Cost $22.8M
This organization stands to save $22.8 million for every 1 point
decrease in their voluntary turnover rat.e
Total Cost of Voluntary Turnover Per Lost Employee
Hard Costs $28,000
Economic (Soft) Costs $48,000
Total $76,000 per lost employee
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 22
Break-Out GroupsHow is your HR organization using data to fuel insights and decision-making?
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 23
How Do We Get There?Steps to Improving your Analytics Capabilities
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 24
Copyright © 2014 Deloitte Development LLC. All rights reserved.23 HARRT Retreat 2014
z
Quality Dashboards TeamData
CultureIT
Support
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 25
Copyright © 2014 Deloitte Development LLC. All rights reserved.24 HARRT Retreat 2014
z
Quality Dashboards TeamData
CultureIT
Support
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 26
Copyright © 2014 Deloitte Development LLC. All rights reserved.25 HARRT Retreat 2014
Inaccurate data
Invalid data
Outliers
Missing data
Conflicting dataDuplicates
Poorly-defineddata
Lack of Data Standards
Out-of-date data
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 27
Copyright © 2014 Deloitte Development LLC. All rights reserved.26 HARRT Retreat 2014
Changing the Dialogue with Stakeholders
Is this data correct?
What do we do about it?
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 28
Copyright © 2014 Deloitte Development LLC. All rights reserved.27 HARRT Retreat 2014
Improving Data Quality
Source: Bersin by Deloitte, 2014
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 29
Copyright © 2014 Deloitte Development LLC. All rights reserved.28 HARRT Retreat 2014
z
Quality Dashboards TeamData
CultureIT
Support
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 30
Copyright © 2014 Deloitte Development LLC. All rights reserved.29 HARRT Retreat 2014
Dashboard Capabilities
Customized by audience
Self-service capabilities
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 31
Copyright © 2014 Deloitte Development LLC. All rights reserved.30 HARRT Retreat 2014
HR and Workforce Studies
HR and Business Planning
Consulting and Internal Client Engagements
Centralized HR Reporting and Benchmarking
Building a Culture of Analytics Through Training & Development
20%
25%
15%
20%
20%
60%
5%
5%
5%
25%
Level 2 Level 4Key Activities & Time Allocation
Moving from Tactical to Strategic
Staff Time Allocation for Analytics Teams
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 32
© 2014 Deloitte Consulting LLP & Kaisen Consulting Ltd.
Highlight Strengths and Weak Points
Source: ADP, 2014
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 33
Copyright © 2014 Deloitte Development LLC. All rights reserved.32 HARRT Retreat 2014
Don’t just deliver data…Deliver insights
Highlight Key Findings
Source: SuccessFactors 2013
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 34
Copyright © 2014 Deloitte Development LLC. All rights reserved.33 HARRT Retreat 2014
z
Quality Dashboards TeamData
CultureIT
Support
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 35
Copyright © 2014 Deloitte Development LLC. All rights reserved.34 HARRT Retreat 2014
The Superhuman Data Scientist
Source: Bersin by Deloitte, 2014
Knows the
business
Consulting
Statistical modeling
Knows HR
Data Visualization
Can Tell the Story
IT /Database / Programming
Primary Research
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 36
Copyright © 2014 Deloitte Development LLC. All rights reserved.35 HARRT Retreat 2014
World Class Analytics Team Database
Knows the
business
Consulting
Statistical modelingKnows HR
Data Visualization
IT/ Database/ Programming
Can Tell the Story
Primary Research
A Team-based Approach with a Diversity of Skills
Source: Bersin by Deloitte, 2014
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 37
Copyright © 2014 Deloitte Development LLC. All rights reserved.36 HARRT Retreat 2014
Most Important Skill:
World Class Analytics Team Database
Source: Bersin by Deloitte, 2014
Knows the business
Consulting
Statistical modelingKnows HR
Data Visualization
IT/Database/ Programming
Can Tell the Story
Primary Research
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 38
Copyright © 2014 Deloitte Development LLC. All rights reserved.37 HARRT Retreat 2014
Most Important Skill: Consulting
World Class Analytics Team Database
Source: Bersin by Deloitte, 2014
Knows the business
Consulting
Statistical modelingKnows HR
Data Visualization
IT/Database/ Programming
Can Tell the Story
Primary Research
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 39
Copyright © 2014 Deloitte Development LLC. All rights reserved.38 HARRT Retreat 2014
Align Consultants with Business Units
World Class Analytics Team Database
Source: Bersin by Deloitte, 2014
Knows the business
Consulting
Statistical modelingKnows HR
Data Visualization
Can Tell the Story
Primary Research
IT/Database/ Programming
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 40
Copyright © 2014 Deloitte Development LLC. All rights reserved.39 HARRT Retreat 2014
Biggest Skills Gap:
World Class Analytics Team Database
Source: Bersin by Deloitte, 2014
Knows the business
Consulting
Statistical modelingKnows HR
Data Visualization
Can Tell the Story
Primary Research
IT/Database/ Programming
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 41
Copyright © 2014 Deloitte Development LLC. All rights reserved.40 HARRT Retreat 2014
Biggest Skills Gap: Telling the Story
World Class Analytics Team Database
Source: Bersin by Deloitte, 2014
Knows the business
Consulting
Statistical modelingKnows HR
Data Visualization
IT/Database/ Programming
Can Tell the Story
Primary Research
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 42
Copyright © 2014 Deloitte Development LLC. All rights reserved.41 HARRT Retreat 2014
Biggest Skills Gap: Visualizing Data to Tell the Story
World Class Analytics Team Database
Source: Bersin by Deloitte, 2014
Knows the business
Consulting
Statistical modelingKnows HR
Data Visualization
Can Tell the Story
Primary Research
IT/Database/ Programming
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 43
Copyright © 2014 Deloitte Development LLC. All rights reserved.42 HARRT Retreat 2014
Technical Skill Sets
World Class Analytics Team Database
Source: Bersin by Deloitte, 2014
Knows the business
Consulting
Statistical modelingKnows HR
Data Visualization
IT/Database/ Programming
Can Tell the Story
Primary Research
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 44
Copyright © 2014 Deloitte Development LLC. All rights reserved.43 HARRT Retreat 2014
Knowledge of Talent Issues
World Class Analytics Team Database
Source: Bersin by Deloitte, 2014
Knows the business
Consulting
Statistical modelingKnows HR
Data Visualization
Can Tell the Story
Primary Research
IT/Database/ Programming
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 45
Copyright © 2014 Deloitte Development LLC. All rights reserved.44 HARRT Retreat 2014
It Takes a Cross-Functional Team
Workforce Planning
Learning & Development
Talent Acquisition
Talent Management
Leadership Development
Performance Management
Employee Engagement
CompensationAnalytics
Succession Planning
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 46
Copyright © 2014 Deloitte Development LLC. All rights reserved.45 HARRT Retreat 2014
Finance Operations
IT
BusinessLeaders
Sales
Marketing
External Partners
Workforce Planning
Learning & Development
Talent Acquisition
Talent Management
Leadership Development
Performance Management
Employee Engagement
CompensationAnalytics
Succession Planning
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 47
Copyright © 2014 Deloitte Development LLC. All rights reserved.46 HARRT Retreat 2014
z
Quality Dashboards TeamData
CultureIT
Support
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 48
© 2014 Deloitte Consulting LLP & Kaisen Consulting Ltd.
The Ugly Part of The Story
VisualDashboards
AdvancedAnalytics
PredictiveModels
DataIntegration
DataDictionary
DataQuality
DataGovernance
Data Entry
ScalableComputing
ReportingTools
DisparateSystems
Data Visualization
Data Analysis
The Ugly Side: Data Management
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 49
Copyright © 2014 Deloitte Development LLC. All rights reserved.48 HARRT Retreat 2014
z
Quality Dashboards TeamData
CultureIT
Support
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 50
Copyright © 2014 Deloitte Development LLC. All rights reserved.49 HARRT Retreat 2014
HR Lags Behind
Which functions have strong analytics capabilities?
15%
56%
58%
77%
81%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
HR
Marketing
Sales
Operations
Finance
Bersin by Deloitte, High-Impact Talent Analytics, 10/2013
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 51
Discussion
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 52
Copyright © 2014 Deloitte Development LLC. All rights reserved.51 HARRT Retreat 2014
Data quality
Effective reports & dashboards
Analytics skill sets
Building connections with IT, Finance, external partners
Creating a data-driven culture
Where is Your Biggest Gap Today?
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 53
Wrap Up
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 54
Copyright © 2014 Deloitte Development LLC. All rights reserved.53 HARRT Retreat 2014
First Steps
Hire a Leader with Vision
Leverage Internal Talent and Outside Partnerships
Start Small and Grow with a Few Small Wins
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 55
Copyright © 2014 Deloitte Development LLC. All rights reserved.54 HARRT Retreat 2014
Develop Your Roadmap
Assess where you are today
Put together a 1-3 year plan
A Multi-Year Journey
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 56
Copyright © 2014 Deloitte Development LLC. All rights reserved.55 HARRT Retreat 2014
Thank You!
Karen O’LeonardVice President, Benchmarking & Analytics Research
Bersin by Deloitte | Deloitte [email protected]
Josh BersinPrincipal
Bersin by Deloitte | Deloitte [email protected] O’Leonard
Vice President, Benchmarking & Analytics ResearchBersin by DeloitteDeloitte Consulting [email protected]: KarenOLeonard
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HARRT 2014 Retreat Session 5
Friday, November 7, 2014 Slide 57
About DeloitteDeloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. Please see www.deloitte.com/about for a detailed description of DTTL and its member firms. 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 © 2014 Deloitte Development LLC. All rights reserved.36 USC 220506Member of Deloitte Touche Tohmatsu Limited
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