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Moving From Lagging to Leading
Creating Risk Meters to EnhanceTalent Management & Talent Acquisition
Gail Jacobsis currently the Senior Director of Talent Acquisition and HR Operations at RMS. In this role, she manages the recruiting, global mobility, HRIS, and reporting analytics functions for the company.
Gail earned an MS in Industrial and Labor Relations from the University of Rhode Island, and an MA in Social Relations and a BA in Government from Lehigh University.
Shu Miaois currently a second year master student at ILR School of Cornell University and works part time as a Data Analyst at RMS. In this position, she focuses on employee-related data and predicts employee’s flight risk.
Shu received her B.A. in HR and Finance in China and worked as an HR generalist for three years.
Current Business QuestionsCan high performance factors guide us in
Talent Acquisition?Entering Employees
What factors are related to high performance?Current employees
Who is at risk of leaving? Why is our talent leaving? Exiting Employees
Defining our Flight Risk Model
The availability of alternative jobsPull Risk Factors
The attractiveness of current jobPush Risk Factors
Defining our Flight Risk Model
Measure the probability of leaving for each individual, and monitor talent’s flight risk
Individual Predictions
Measure groups’ survival pattern and the factors related to group
Group Predictions
Individual Predictions
Individual predictions
Examples - Individual factors in Measuring Flight Risk• Compa-ratio• Performance rating• Tenure • Career progression
Individual predictionsEmployee Compa-ratio Performance Tenure … Flight Risk
A 89% 3 2.7 61%
B 110% 5 5.3 38%
C
Individual predictions
Individual predictions
Individual predictions
Group Predictions
Group predictions
Group factors in Measuring Flight Risk• Compa-Ratio• Tenure• Department Manager• Hiring Source
Group predictions
Using the Data
How You Can Use the Data?• Talent Acquisition
• Proactively pipeline candidates and focus on best sources• Assess and hire new talent against current successful employees
• Talent Management • Understand where employee or org changes might need to happen• Move talent internally for better organizational performance and potential better retention
• Learning and Development• Target training for key talent or critical roles• Develop training for employees or groups
• Comp and Benefits• Understand potential gaps in pay to the market• Better match company roles to the market
Analytics can help develop a comprehensive People Strategy
Gail JacobsSenior Director, Talent Acquisition and HR [email protected]
Shu MiaoData Analyst
Questions?
