For most organizations, the promise of Big Data remains unfulfilled. The vast majority of organizations are stuck in a reporting cycle, churning out lots of metrics, but few insights or solutions. The ability to measure, analyze, and optimize talent practices is now critical to business success.
Many HR organizations have recognized this need and are starting to invest more strategically in measurement and analytics. With a plethora of data, recruiting is an area ripe to take advantage of analytics. With the right tools and capabilities, this data can be turned into competitive advantage.
Check out our webinar feat. Karen O'Leonard, VP of Benchmarking & Analytics Research of Bersin by Deloitte and Wiliam Blackstorm, Sr. Manager Sourcing & Market Intelligence & Director of Global Talent Analytics, Research Division of Cisco to learn:
-Where to start when analyzing recruitment data
-How to build an effective talent analytics capability
-How one organization, Cisco, is using analytics to develop a more effective recruitment strategy
2. 2
How Talent Analytics Can Help You
Maximize Your HR Strategy
Karen O’Leonard
Vice President, Analytics &
Benchmarking Research
Bersin by Deloitte
Deloitte Consulting LLP
May 2014
William Blackstorm
Sr. Manager – SSMI,
Director Global
Talent Analytics
Cisco
Kelly Payne
Director, Client Success
Glassdoor
3. 3
Topics for Today’s Discussion
Research: Building an Effective Analytics Capability
Case in Point: Cisco
Talent Analytics Tools on Glassdoor
Q&A
5. 5
Operational Reporting
Reactive, Operational Reporting of Efficiency & Compliance Measures •
Focus on Data Accuracy, Consistency, Timeliness
Advanced Reporting
Proactive, Operational Reporting for Benchmarking & Decision-Making •
Multidimensional Analysis & Dashboards
Advanced Analytics
Statistical Modeling and Root Cause Analysis to Solve Business Problems •
Proactive in Identifying Issues & Actionable Solutions
Predictive Analytics
Development of Predictive Models • Scenario Planning •
Risk Analysis & Mitigation • Integration with Strategic Planning
Level 1
Level 2
Level 3
Level 4
Talent Analytics Maturity ModelBersinbyDeloitte
Source: Bersin by Deloitte, 2014
6. 6
Operational Reporting
Reactive, Operational Reporting of Efficiency & Compliance Measures •
Focus on Data Accuracy, Consistency, Timeliness
Advanced Reporting
Proactive, Operational Reporting for Benchmarking & Decision-Making •
Multidimensional Analysis & Dashboards
Advanced Analytics
Statistical Modeling and Root Cause Analysis to Solve Business Problems •
Proactive in Identifying Issues & Actionable Solutions
Predictive Analytics
Development of Predictive Models • Scenario Planning •
Risk Analysis & Mitigation • Integration with Strategic Planning
Level 1
Level 2
Level 3
Level 4
BersinbyDeloitte
4%
10%
30%
56%
Talent Analytics Maturity Model
Source: Bersin by Deloitte, 2014
7. 7
Advancing Takes Effort
Level 2
Advanced Reporting
Level 3
Advanced Analytics
Level 4
Predictive Analytics
Level 1
Operational Reporting
Level of Effort
a
Level of Value
Choke Point
for Most
Organizations
Source: Bersin by Deloitte, 2014
22. 22
It Takes A Multi-Disciplinary Team
World Class
Analytics Team Database
Knows
the
business
Consulting
skills
Statistical
modeling
Knows HR
Data
Visualization
Can Tell the
Story I/O
Psychology
IT/Systems
and
database
experience
Source: Bersin by Deloitte, 2014
23. 23
It Takes a Cross-Functional Team
Workforce
Planning
Learning &
Development
Talent
Acquisition
Talent
Management
Leadership
Development
Performance
Management
Employee
Engagement
Compensation
Analytics
Succession
Planning
Source: Bersin by Deloitte, 2014
26. 26
33%63%
IT is ―extremely
supportive‖ of our talent
measurement and
analytics efforts
Mature Analytics Teams Have Strong IT
Support
Source: Bersin by Deloitte, 2014
30. 30
The Value of Talent Analytics
HR organizations using predictive analytics are…
2X
more likely to
improve their
recruiting
efforts
2X
more likely to
improve their
leadership
pipelines
generating
30%
higher stock
returns than
the S&P 500
over the last
3 years
3X
more likely to
realize cost
savings and
efficiency
gains
Source: Bersin by Deloitte High-Impact Talent Analytics Study 2013Source: Bersin by Deloitte, 2014
50. 5050
This publication contains general information only and Deloitte
is not, by means of this publication, rendering accounting,
business, financial, investment, legal, tax, or other professional
advice or services. This publication is not a substitute for such
professional advice or services, nor should it be used as a basis
for any decision or action that may affect your business. Before
making any decision or taking any action that may affect your
business, you should consult a qualified professional advisor.
Deloitte shall not be responsible for any loss sustained by any
person who relies on this publication.
Hinweis der Redaktion
Listen to your targeted audience on the social sphere to determine what messages are resonating with them and what they are talking about
Monitor the review activity on channels such as Glassdoor to know the sentiment of your brand
Overview:Employer branding and recruiting piece of talent analyticsWhat its’ important to measure from a recruiting perspectiveMeausre brand rep with employees, candidatesWhat people are saying about youOver time stack up to your competitorsHow GD helps
Each stat will animate in one at a time:1)51% new employees have buyer’s remorse, 88% looking to leave within 6 months because hiring process failed to paint accurate picture of job.As a result, today’s candidates are looking for more than just the employer’s perspective (career site, job description, recruiter conversations).They’re seeking out information from new channels that didn’t exist even 5 years ago and actually putting more trust in.According to Nielson Research, 70% trust online reviews and ratings as a source of brand information 2)Today’s candidates are no different. 95% say reviews from those on the inside are influential when deciding where to work.And a company’s reputation has more of an impact than you might expect.3)69% of today’s candidates wouldn’t take a job with a company that had a bad reputation… even if they were UNEMPLOYED!84% would consider leaving their current job if offered another role at a company that had an excellent reputation, and most in the $75-$100K salary range would only require a 1-10% salary increase to consider the job.What’s this mean? A company’s employer brand reputation directly impacts their ability to attract and retain top talentSo it’s critical that employers are promoting their brand where today’s job seekers are looking for it
By understanding the talent flows and who you are competing with for talent is critical to staying ahead of your talent competition and has a critical impact to your organization
Don’t waste time - Know the DNA of your talent pool and where you can and cannot compete on total compensation, opportunity (title, role, level) and career development
Just to tell you a little about the influence GD has on candidates, 48% of job seekers are using it. Glassdoor has become the most trusted & transparent place for candidates to search for jobs and research companies.