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Copyright © 2010 Accenture, Thomas H. Davenport, and Jeremy Shapiro. All Rights Reserved.
Competing on Talent AnalyticsJeremy ShapiroExecutive Director, HRMorgan Stanley
Copyright © 2010 Accenture, Thomas H. Davenport, and Jeremy Shapiro. All Rights Reserved. 2
What are Talent Analytics?
Talent Analytics makes use of data about your employees to find new insights that links people decisions to organizational performance.
Copyright © 2010 Accenture, Thomas H. Davenport, and Jeremy Shapiro. All Rights Reserved. 3
Caesars Entertainment Example
• Caesars links talent decisions to customer satisfaction. • Customer satisfaction scores are a leading indicator of the number of
visits it can expect from regular customers. Scores are linked to talent management practices:
– Measuring “Smile Frequency” of client facing teams– Forecasting staffing needs using analytics – Optimizing HR practices that lift performance
– Increase Wellness Increase Attendance & Engagement Increase Customer Sat & Revenue
3
Copyright © 2010 Accenture, Thomas H. Davenport, and Jeremy Shapiro. All Rights Reserved.
JetBlue Example
• The Problem with HR Facts– Not focused on assisting a manager
in making a decision.– Frequently a subjective evaluation
(i.e. “Our turnover is too high.”)
• JetBlue’s Solution– Net Promoter Score. – Would you recommend working at
JetBlue to a friend?– A meaningful “fact” for their managers
to monitor team health.– Value chain: Employee Engagement
Customer Satisfaction Financial Performance
4
Copyright © 2010 Accenture, Thomas H. Davenport, and Jeremy Shapiro. All Rights Reserved.
Applying Talent Analytics
5
Human Capital Facts
Analytical HR
HC Investment Analysis
Talent Value Model
Talent Supply Chain
Workforce Forecasts
How should my workforce needs adapt to changes in the business environment?
Why do employees choose to stay with or leave my company?
Which actions have the greatest impact on my business?
What are key indicators of my organization’s
overall health? Data in Order
Key Targets/Segments
Differentiated Action
Institutional Action
Real
-
Time Optimization
Predictive Action
Which units, departments or
individuals need attention?
How do I know when to staff up or cut back?
Copyright © 2010 Accenture, Thomas H. Davenport, and Jeremy Shapiro. All Rights Reserved.
Applying Talent Analytics
6
Human Capital Facts
Analytical HR
HC Investment Analysis
Talent Value Model
Talent Supply Chain
Workforce Forecasts
Data in Order
Key Targets/Segments
Differentiated Action
Institutional Action
Real
-
Time Optimization
Predictive Action
Copyright © 2010 Accenture, Thomas H. Davenport, and Jeremy Shapiro. All Rights Reserved.
Ketchum / Kodak Example
Knowing and utilizing the network’s center
Leveraging the network’s edge
Bridging silos where collaboration matters
© 2011 The Network Roundtable LLC
Source: Rob Cross, University of Virginia, Driving Results through Social Networks
Copyright © 2010 Accenture, Thomas H. Davenport, and Jeremy Shapiro. All Rights Reserved. 8
Google Example
• Employee performance data used to determine interventions for high and low performers– Hypothesis: Google hires talented people
so low performers may be misplaced or poorly managed
– Outcome: Detailed analysis confirmed their hypothesis and a number of difficult situations were subsequently addressed
Managers have the option of exposing their own performance to other managers
Copyright © 2010 Accenture, Thomas H. Davenport, and Jeremy Shapiro. All Rights Reserved. 9
The DELTA Model and Talent Analytics
DELTA Model Organization Talent Analytics
Data• Right HR Metrics• Augment existing with new
Smile frequency among customer—facing staff
Enterprise• Broad access to employee data• Important statistical relationship
between employee satisfaction and company performance
Quarterly employee engagement surveys
Leadership• Belief that human-capital insights
should be used to solve business problems
Manager adoption crucial – analytics in company language
Targets• Based on priority talent challenges
combined with business priorities
Initial priority – hire the right people. Shifted to gaining insight into employee attrition over a two year period
Analysts• Combination HR and statistical
analysis expertise
Established HR analytics groups to gain deeper insights into people practices
Copyright © 2010 Accenture, Thomas H. Davenport, and Jeremy Shapiro. All Rights Reserved.
Learn Wisely – Mistakes to Avoid
1. Treating people like interchangeable widgets
2. Waiting for 100% accurate data
3. Ignoring factors that can’t easily be translated into measures
4. Working in silos – getting cross functional help
5. Failure to monitor organizational priorities; creating irrelevant analyses
10
Copyright © 2010 Accenture, Thomas H. Davenport, and Jeremy Shapiro. All Rights Reserved. 11
Final Thought: Talent Data vs. Performance
SOURCE: Bassi, et al., Good Company: Business Success in the Worthiness Era (Berrett-Koehler, 2011).
Each bar represents a pair of companies in the same industry with Good Company score differences of 3 points or more. The bar represents the stock performance of the company with the higher Good Company score, minus the stock performance of the company with the lower score.
Copyright © 2010 Accenture, Thomas H. Davenport, and Jeremy Shapiro. All Rights Reserved. 12
To Learn More . . .
• Competing on Talent Analytics, Harvard Business Review, October 2010
• Competing on Analytics: The New Science of Winning (HBP, 2007)
• Analytics at Work: Smarter Decisions, Better Results (HBP, 2010)
• Good Company: Business Success in the Worthiness Era (BK, 2011)
• Counting on Analytical Talent, Accenture Institute for High Performance, Mar 2010