Data is now as integral to our 21st century economy as oil has been for many decades. With the power of data and analytics, several organizations are rethinking their business strategy completely. However, when we look at data and analytics from an HR or people management perspective, there are some untapped opportunities to make data-driven decisions. What are some of these opportunities? Does a culture change need to happen to positively impact your company’s bottom-line? This is the material I used at my session at the Great Place to Work Institute in Canada, on April 2015. I discussed these questions and share case studies on how some organizations are now using their second most important asset (data) to manage their most important asset (people).

1. The Rise of
People Management Analytics
Presented by:
Mario Faria
Head and Chief Data Officer
CDO, Inc.
@mariofaria cdo-inc.com

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About Mario Faria
• Mario was one of the first Chief Data Officers in the world
• Acting as a CDO for the last 5 years in North America, South America,
Europe and Asia
• Passion : Bring order to the chaos
• Leader of teams working in Analytics, Data Monetization, Data Quality,
Data Governance, Operations and Business Architecture
• Motto: “If you do not treat people, technology and data as economic
assets, they will become liabilities”
Mario Faria
Twitter: @mariofaria
Head and Chief Data Officer
CDO, Inc.
http://www.cdo-inc.com/

3. Using your second
most important asset
(data), to manage your
most important asset
(people) to drive
business performance

4. In
May
1915,
The
Boston
Red
Sox
Babe
Ruth
pitching
debut
and
his
first
home
run,
but
…

5. The
Rex
Sox
lost
to
the
NY
Yanks

6. Using
data
strategically
is
a
journey

8. Drivers of
Disruption

9. Social Media

10. Mobile

11. Cloud Computing

12. Analytics (aka Big Data)

13. Internet of Things

14. pplkpr is
social media + analytics + IoT

15. Hitachi Business Microscope
uses sensor technology to
measure and analyse company
communication and activities

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Data is the oil of the 21st century

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Analytics is transforming data
assets into competitive
insights, that will drive
business decisions and
actions

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Data, Information, Analytics, Business
Intelligence and Performance Management

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Analytics is about
customer centricity

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Deep X Operational
Analytics
• Deep Analytics
– Few users
– Complex queries
– Worried about response time
– Dedicated data marts
• Operational Analytics
– Lots users
– Simple queries
– Worried about throughput
– Real time data flow

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The Hawthorne Effect (1924-1933), at a
Western Electric factory outside Chicago

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“Measurement drives behavior, and if
we don’t understand how, it drives
behaviors in mysterious ways”
by Frank Buytendijk, Beingfrank Research, Sept 2012
1. Understand the decision making process
2. Understand what the many frameworks in
measurement do for us
3. Understand what can go wrong
4. Understand the culture

25. We
have
become
great
on
using
AnalyIcs
for
MarkeIng
and
sIll
struggle
to
use
it
to
manage
talent,
the
most
important
asset

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Most HR Data Is Bad Data
“Systems we currently use to reveal our
people only obscure them. We will have to
redesign almost our entire suite of talent
management practices. Use data on
which you can actually run a business”
Marcus Buckingham,
Founder of TMBC
https://hbr.org/2015/02/most-hr-data-is-bad-data

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The critical path to success : Finding
and keeping the right people

28. Google : treating staff well
increases employee
satisfaction

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Business stakeholders and HR professionals
should work together on finding, attracting
and retaining the right teams

30. People
Management
AnalyIcs
is
responsible
for
transforming
data
assets
into
compeIIve
insights,
for
talent
aLracIon,
retenIon
and
increase
of
performance,
driving
business
decisions
and
acIons,
using
people,
processes
and
technologies

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What you need to understand
about People Management
Analytics
• Projects are happening
• Data is changing how companies
compete in the marketplace
• They are business projects
• Talent is an scarce resource
• A new breed of professionals is in
need

32. Source
:
Josh
Bersin,
Big
Data
in
HR:
Why
it's
Here
and
What
it
Means
,
November
17,
2012

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The Geeks Arrive In HR
Source : Josh Bersin, Forbes, February 2015

35. The
rise
of
the
Talent
AnalyIcs
Professional

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Talent Analytics Job Role
• Define, prioritize and plan the analytics
programs and projects impacting the
organization
• Work very close with HR and the stakeholders
• Conceptualize, create and maintain dashboards
• Must have HR, Finance, Analytics and IT
knowledge
• Provide exceptional customer service

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38. Data
Mining
is
the
exploraIon
and
analysis
of
large
quanIIes
of
data
to
discover
meaningful
paLerns
and
rules

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The Data Mining Goals
• Explain the past
• Predict the future

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Achieving Competitive Advantage on
People Management Analytics

41.
Accessing
the
data
maturity
level
of
your
organizaIon

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Is it possible to enhance Business
Performance using People Management
Analytics, or is it the other way around?

43. CreaIng
a
Business
Case
for
a
People
Management
AnalyIcs
Program

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Market Size
• In 2014, US$ 4 trillion dollars spent on
payroll
• How about spending 0.1 % ?
• It can be easily a US$ 40 Bi market

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People Management Analytics
drivers
• Grow revenue
• Save costs
• Increase productivity
• Manage risks

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1. Planning together with the stakeholders
2. Clear definition of roles and expectations
3. Success metrics
4. Methodology
5. Data
6. Architecture
7. Governance
8. Applications
9. User interface
10. Technology
The priorities in a People Management
Analytics program

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How to start

48.
The
Steps
to
Implement
a
People
Management
AnalyIcs
Program

49.
Step
1
–
CreaIng
a
long-­‐term
People
Management
AnalyIcs
program
with
regular
quick
wins

50.
Step
2
–
Pu[ng
together
the
best
team
you
can
find

51.
Step
3
–
ExecuIve
Support

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Executive Support
• Talk the business language
• Frequent and regular
communication
• Go to the Gemba
• See yourself and your team as
a services organization
• Always have the ROI equation
ready

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From good to great
People Management Analytics
professionals

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Technology alone is not the answer

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Land of Confusion

56. Chief
Data
Officer
(CDO)
/
Chief
AnalyIcs
Officer
(CAO)
/
Lead
Data
ScienIst

57. By
2015,
25
%
of
Large
Global
OrganizaIons
Will
Have
Appointed
Chief
Data
Officers

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The Federated Data & Analytics
Organization
Align with business
first; then optimize
technical functions

59. Some bonus tips
and
recommendations

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Start where it hurts the
most

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Learn from mistakes

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Be flexible and adapt to
changes fast

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Looking ahead …

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People Management Analytics
Teams
• Focus on the execution
• Well-defined and realistic
scope
• Put all activities on the
schedule
• Budget control

65. Conclusions

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People Management Analytics
• Attract
• Retain
• Drive Performance
Create a business case on how your
company can profit from it

67. How
did
some
organizaIons
become
data
driven
?

68. How prepared is your
business to use
People Managament
Analytics ?

69. Time
People
Technology

70. Right
People
Right
Data
Right
Technology

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Is your company exploring the People
Management Analytics opportunities
better than your competitors?

72. Factors
that
influence
HR
Analy4cs
• A5ract
• Retain
• Drive
Performance
Objec4ve
:
how
companies
can
profit
from
it
?

74. Mario Faria
http://www.cdo-inc.com
www.slideshare.com/fariamario
Twitter : @mariofaria
mario.faria@cdo-inc.com
+1 (425) 628-3517