Upload
nick-holley
View
196
Download
1
Embed Size (px)
DESCRIPTION
Talent minus big data equals unsubstantiated rubbish - presentation at HRTechEurope October 2013. The world of Big Data and HR analytics is a massive opportunity for HR in the talent and other spaces. It provides an opportunity to provide data driven insights that ensure HR is dealing with real issues that will drive business performance which in turn will drive its credibility. Equally it's a massive threat. As one Senior HR Director said in our latest research "I think for far too long HR has asserted unsubstantiated rubbish. It’s all a house of cards and data will knock it down". This presentation looks at the potential impact of Big Data on HR through the eyes of some of the leading companies in the field and explore what it is and the impact it can make in driving substantiated insight driven HR.
Citation preview
Talent – Big Data =Unsubstantiated Rubbish
So what is
Big Data ?
Every two days we create as much information as we did from the dawn of civilization up until 2003
247,000,000,000 emails per day
IN THE LAST 50 YEARS THE NEW YORK TIMES HAS PUBLISHED 2,900,000,000 WORDS
TWITTER PUBLISHES 8,000,000,000 WORDS EVERY DAY
WHY?
MOORE’S LAW
ANALYTICAL TOOLS
DATA VISUALISATION
2008 Key Conclusions• Leadership Commitment• Alignment to business strategy• Specific vs generic• Technology doesn’t work
13
2013 Research
“Big Data is the last chance HR has to be
relevant”
“I think for far too long HR has
asserted unsubstantiated
rubbish” “It will tell us shocking things we don’t want
to hear”
2013: The technology does work
It was frightening
they knew more
about our employees
than we do
Phil Simon - Too big to ignore: the business case for big data
“HR folks tend to almost exclusively rely on gut
instincts versus making decisions based on data. I’m convinced that as the
profession continues to embrace the use of data
and analytics into its practices, that it will also
continue to solidify its role within the C-Suite”
Big data can transform the impact of talent management
It engages leaders - it talks their language; data, numbers,
about things they care about; productivity, performance,
building strategic capability
DATA ANALYSIS INSIGHT ACTION BUSINESS PROBLEM
DATA OVERLOAD
DATA ANALYSIS INSIGHT ACTION BUSINESS PROBLEM
Where are our growth opportunities?
Where are the cash cows we need to maintain?
Which are the critical areas to deliver our strategy – the 2/3 things
we need to do which will provide the biggest quantum of value creation?
What is our business plan?
In each case who are our competitors and how will we win
business from them?
In each case who are our customers and how will we attract or retain
them?What is our core brand proposition?
How will we win in the market, make money?
In each case what are the capabilities (the key people skills
and behaviours) needed to deliver this competitive position?
Are these capabilities general capabilities or do they relate to
specific key roles and if so which ones are they?
What is the culture that underpins this brand?
What are the talent implications
Where do we have the biggest capability gaps?
Where do we have the biggest vulnerabilities in terms of critical
roles?
What’s the gap between this desired and actual culture?
What are the talent gaps/issues?
Where should HR focus its talent activities to close these gaps?
How does this match where HR currently focuses?
Based on this whole conversation what’s the one thing you would like HR to deliver that would add
the greatest value against the business strategy?
What does HR need to do?
• Processed data from assessment centres - what makes a successful
revenue generator?• Not all competencies are equal.• Rated them on a 4 point scale.• Each point = £450K in extra
revenue once they made partner
PROFESIONALSERVICESEXAMPLE
• Sales in Sheffield shot up - only variable change in store manager. • Analysed what was it about that
store manager.• Applied it across the network.
• Marketing had been doing a lot of work on best margins and most
profitable customers but without linking it to people so were missing
the key drivers of performance.
RETAIL EXAMPLE
• Assumed ex military = best pilots• Properly analysed role of pilots from
flying skills to key metrics: on-time arrivals, flight safety etc.
• Insight ex military pilots don't necessarily make the best
commercial pilots.• Improved the selection process,
reduced selection costs, time to hire and the need for training by 20%.
AIRLINEEXAMPLE
?
TURKEYS DON’T VOTE FOR CHRISTMAS
INABILITY TO WORK
AS A TEAM
“Your CFO Won’t Believe You Anyway: Any CFO worth his ledger isn’t going to believe your stated ROI for a talent or HR program. He’s used to making fresh-faced, Ivy League MBAs cry by dissecting a financial proposal’s every assumption and pointedly questioning its logic. And that’s with investments that have quantifiable inputs and outputs! Your ROI analysis that takes “soft” inputs (engagement, training, coaching) and proposes specific dollar returns (or vice versa) will be met with a polite smile and a hidden smirk.”
Talent Management ROI (Ridiculously Overwrought Insecurity). Marc Effron, April 2, 2013 http://www.hrexaminer.com/talent-management-roi-ridiculously-overwrought-insecurity/
This is the future for Talent• From the business issue not the data.• Don't be seduced by the technology• Start small, prove the concept.• Join your HR data with finance, marketing, risk etc• Presentation is critical - KISS• Recruit people who get it• Develop data comfort • Data is a tool not the answer, never lose track of the
human element of talent