talent analytics 2013 and...
TRANSCRIPT
Talent Analytics 2013 and Beyond:
Big Data…Big Picture
Liza Mapagu, Assessment Analytics
The Global Assessment Trends
Report (GATR) is an annual indicator
of assessment practices, giving HR
professionals a comprehensive view
of how organizations around the
world measure talent across the
employee life cycle.
592 HR professionals around the
world
The report concentrates on three
areas:
1. HR Focus and Landscape in 2013
2. Nature of Assessment Use in
Organizations
3. Use of Technology in HR Processes
The 2013 Global Assessment Trends Report (GATR)
Key Findings
Key Finding 1: A continued focus on
engagement and leadership in 2013
• Engaging the workforce (55%) and developing
leaders (52%) remain top priorities for
organizations in 2013.
• Performance management, workforce
planning/talent analytics and training and
development round out the top five priorities.
Challenges and focus of HR in 2013
The HR Landscape: Big Data
The ability to acquire and analyze ever greater
volumes of often complex data offers HR managers
the opportunity to measure, and better understand,
their people, leading to improved decision-making and
performance.
But how many HR professionals are
leveraging such „big data‟?
Key Finding 2: Room for improvement in big data
• Less than a quarter of respondents said that their
organizations have a clear understanding of
workforce potential.
• Less than half reported using objective data to
make decisions about the workforce.
• Less than half use talent data to drive business
decisions.
Key Finding 3: Not impressed with data
management systems
• Fewer than one in five respondents were satisfied
with their systems’ ability to manage talent data.
• Only 17% of HR professionals reported that their
HRIS systems are accessible via smart
phones/mobile devices.
Talent Management in 2013:
Strategic Yet?
General trends in human resources
Key Finding 4: A desire to improve talent measurement
• Nearly 75% of respondents said that their organizations want to improve the way in which they measure talent.
• One in three respondents indicated that their organizations use objective assessments of potential for critical roles.
Talent measurement: how it is used today
Assessment use by human resource area
Pre-hire assessment usage and plans for use
Key Finding 5: Pre-hire / post-hire focus linked
to specific business outcomes
• HR professionals are more likely to link testing in
pre-hire to productivity improvements, and in
post-hire to improved performance.
Key Finding 6: Emerging markets want to use mobile technology to assess candidates
• HR professionals in emerging economies (including China and India) indicated that more of their candidates are asking to complete tests via mobile devices, and more of their recruiters want mobile access to candidate data, as compared to candidates and recruiters in established economies.
Mobile testing perceptions by economy type –
percentage endorsing “yes”
Key Finding 7: Social media data: not critical to
hiring decisions
• While approximately 60% of companies use or
plan to use social media searches as a hiring
tool in 2013, less than 30% believe the data is
useful in determining candidate fit, and only 11%
believe it is critical to hiring decisions.
Four (4) Areas To Improve on Talent
Measurement in 2014
1. Big data presents HR with a unique
opportunity to demonstrate business value
2. Only the right data will lead to the success
of talent initiatives
3. Embrace innovation that improves how
talent is recruited, but with caution
4. Consider mobile technology for competitive
advantage, not to follow the crowd
Four (4) Areas To Improve on Talent
Measurement in 2014
Talent Measurement Training
in support of your
talent management efforts
Supporting talent management through the
Talent Measurement Training
Competency design
and job analysis
Assessor/assessment centre design
Competency based interviewing
Business Outcome Workshops and Masterclasses
360 Feedback
Develop competencies/ person specification
Analyse role
Attract candidates
Screen applications
Assess
Decision
Psychometric test
Assessment centre
Interview
Induction
Development
Define
Psychometric test user
Measure
Realise
Talent Measurement Training
1. CEB‟s SHL Ability and Personality Course
2. HR Skills Courses
2.1 Assessor Training
2.2 Assessment and Development Centre Design
2.3 360° Feedback
2.4 Competency-based Interviewing
2.5 Competency Design and Job Analysis
• Maximizing Occupational
Personality Questionnaire (OPQ)
Reports your leadership
development initiatives
Universal Competency Framework
Shout out: What are the UCF 20?
• Great 8 factors
26
1 Leading &
Deciding
2 Supporting &
Cooperating
3 Interacting &
Presenting
4 Analysing &
Interpreting
5 Creating &
Conceptualising
6 Organising &
Executing
7 Adapting &
Coping
8 Enterprising &
Performing
20 competency dimensions
1.1
Deciding &
Initiating Action
1.2
Leading &
Supervising
2.1
Adhering to
Principles &
Values
2.2
Working with
People
3.1
Relating &
Networking
3.2
Persuading &
Influencing
3.3
Presenting &
Communicating
4.1
Writing &
Reporting
4.2
Applying
Expertise &
Technology
4.3
Analysing
5.1
Learning &
Researching
5.2
Creating &
Innovating
5.3
Formulating
Concepts &
Strategies
6.1
Delivering
& Meeting
Expectations
6.2
Following
Instructions &
Procedures
6.3
Planning &
Organising
7.1
Coping with
Pressure
7.2
Adapting &
Responding
to Change
8.1
Achieving
Goals &
Objectives
8.2
Entrepreneurial
& Commercial
Thinking
2.1
2.2
Sample OPQ32 Development
Action Planner report
OPQ32 Leadership sample report
• Use of Motivational Questionnaire for
your engagement efforts
Motivation
© SHL, 2011 30
Not everyone is motivated by the same things, and that’s the key dilemma.
• Level of activity
• Achievement
• Power
• Immersion
• Commercial outlook
• Fair of failure
• Affiliation
• Ease and security
• Competition
• Personal principles
• Interest
• Personal growth
• Flexibility
• Autonomy
• Material reward
• Progression
• Status
• Recognition
Shout out: Name the MQ scales
Employee Motivation
sample report
• Maximizing the value of accumulated
data through the CEB Talent Analytics™
CEB Talent Report:
Big Data Insight And
Analysis Of The
Global Workforce
This report brings the best in talent analytics to bear
to provide new insights on important talent management topics:
leadership, innovation, organizational risk, diversity, and the
distribution of critical employee skills globally.
• Conduct of Business Outcome Studies
Demonstrating the value
Business
Outcomes
Business
Impact
Business
Satisfaction
Validated link between Assessment Score and Business Outcomes
Before and after comparison of the
Impact of our intervention upon key
business related metrics
Qualitative follow up of satisfaction
with intervention
“High-Scoring Employees were 25% more likely to attain their Collection Goals and Made 17%
fewer mistakes…”
“We found 20% improvement in cost per hire, and 23%
improvement in candidate reaction to the assessment…”
“We’ve seen a noticeable improvement in the quality of people we were seeing at final interview’”
The Results
35
• Mobile applications???
• New Solutions???
