Build, Buy or Rent? Leveraging Talent Analytics to Plan for Tomorrow's Workforce

Build, Buy or Rent? Leveraging Talent
Analytics to Plan for Tomorrow’s Workforce
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Speaker: Stacia Sherman Garr
Senior Analyst, Talent Management
Bersin & Associates

Moderator: Daniel Margolis
Managing Editor
Talent Management magazine

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Daniel Margolis
Managing Editor
Talent Management magazine

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Build, Buy or Rent? Leveraging Talent Analytics to
Plan for Tomorrow’s Workforce

Stacia Sherman Garr
Senior Analyst, Talent Management
Bersin & Associates

#TMwebinar

Build, Buy or Lease?
Leveraging Talent Analytics to Plan for
Tomorrow’s Workforce

Stacia Sherman Garr
Senior Analyst, Bersin & Associates

Copyright © 2012 Bersin & Associates. All rights reserved.

About Us
 Who We Are
• Bersin & Associates empowers HR and
learning organizations to drive bottom line
impact through world class research and
consulting

 Practices Human
Resources
• Enterprise Learning
• Human Resources
• Leadership Development Leadership
• Talent Acquisition Development
• Talent Management
- Career Management Learning &
- Performance Management Development
- Workforce Planning

 Services Talent
• WhatWorks® Membership Acquisition
• Research-based consulting services
• IMPACT: The industry’s premiere Talent
conference on the Business of Talent Management
• Bersin Basics

Copyright © 2012 Bersin & Associates. All rights reserved. Page 8

Serving the World’s Most Successful Organizations


Agenda

Why Workforce Analytics?

Build, Buy or Lease?

• The Pros and Cons of Each Strategy
• Accessing Talent for Each Strategy
• Case in Points

Key Takeaways and Q&A


Why Analytics?
A Story of How Dow Chemical Adjusted to its Volatile Industry


Key Talent Challenges

Source: Q3 2012
TalentWatch
survey, n = 291


Top Talent Issues
The majority of critical issues are related to identifying talent
needs and filling them

Source: Q3 2012
TalentWatch
survey, n = 291


Poll: Which Talent Challenges are Most
Critical To Your Organization?
 Filling critical skill gaps
 Identifying talent gaps
 Filling talent gaps quickly
 Planning for future talent needs
 Developing HR metrics


Bersin & Associates’ Workforce Planning
Maturity Model®

Level 4: Enterprise Workforce Planning
Strategic Workforce Planning on a Companywide Level

Level 3: Strategic Workforce Planning
Alignment with Business Strategy, Workforce Segmentation

Level 2: Workforce Analytics
Workforce Skill Gap Analysis, “What-If” Scenarios

Level 1: Headcount Planning
Headcount Data Collection, Headcount Analysis, Static Data Reporting


A Modern Approach to
Workforce Planning
Assess
organizational Collect data Analyze data
readiness

Develop action
Identify workforce plan
Determine talent
supply and
gaps (Build, Buy or
demand
Lease)

Evaluate the
process

Source: Bersin & Associates, “A Modern Approach to Workforce Planning,” 2009.


Data Can Come From a Variety of
Sources
Data from integrated
talent management
systems and / or
niche providers with
associated business
Enterprise Resource
intelligence tools
Data from
Planning (ERP) proprietary and
systems and third-party statistical
associated business analyses packages /
intelligence tools business forecasting
tools

Workforce
Planning
Analysis


Example Data Sources

Performance
Management
Talent Profiles Images courtesy of Taleo.


Types of Analyses

Images courtesy of Taleo.


Avoid This!

Cartoon Copyright of Dilbert, by Scott Adams.


Create Insight and Actionable
Recommendations
 Identify critical
business outcomes
 Leverage statistics
experts
 Identify the factors that
predict those better
outcomes
 Develop a clear,
prioritized action plan


Outputs of Analyses

Current Forecasted Prioritized List of
Talent Supply Talent Demands Talent Needs
& Its Relative
Importance

Case in Point: Large Communications
Company Learns to Find “Waldo”

Source: www.findwaldo.com website, 2012.


Decisions, Decisions: Build, Buy or
Lease?


Critical Skills Considerations for Build,
Buy and Lease
Build Buy Lease

• Danger to the • Skills needed now • Skills for which
business if these for today’s growth there is
skills are not • Skills the uncertainty in
present organization demand
• Skills that cannot doesn’t know how • Skills for which
be purchased to grow there is uncertain
• Skills that are • Critical skills that budget
cheaper to build recently left the • Skills new to the
and no immediate organization organization (and
urgency hard to hire for)
• Skills needed • Skills required for
down the road only limited
projects


Risks for Build, Buy and Lease Strategies
Build

• Lengthy ramp-up time
• Change in priorities impacts funding
• Ineffectiveness at teaching new skills
• Insularism reduces fresh ideas and perspectives

Buy

• Too many new people change culture and perceived opportunities
• Increased risk from new hire failure
• Compensation budgets and morale affected by premiums paid to external
talent

Lease

• Poor estimation of work results in higher costs
• Project failure due to poor design
• Try before buy fails


Where Do You Find the Talent?


Source #1: Current Employees

Coaching
Development
Plans

Career
Management Learning


Case in Point: Savannah River Nuclear
Solutions

Evolving 50% of Using IDPs
SRNS’s SRNS’s to Help Keep
Purpose Employees Critical
Toward Eligible to Knowledge
Sustainable Retire Within Within SRNS
Energy 5 Years


Source #2: Outside the Organization

 Ensure clarity on skills
necessary to hire
 Leverage employee
referrals and other sources
to find the right people
 Analyze which sources yield
the best candidates


Case in Point: Cargill Gives Access to
the Magic

• 6 reports accessible to business units and HR
• Tracked active requisitions, recruitment activity, source
effectiveness, time to fill, median days in process, and
applicant pool demographics
• HR provided reference guides to help business units

Source #3: Alumni

 Already know your
organization and fit with your
culture
 Likely could step back into a
role within your organization
easily
 Continuing to serve as brand
ambassadors


Implementing an Alumni Program

Establish Purpose
~ Establish purpose of
Gather and Create Information
engaging alumni Engage and Expand
~ Set goals ~ Consolidate emails
~ Determine success ~ Create interesting static
content ~ Invite members through
metrics targeted communications
~ Develop platform for
dynamic content ~ Ensure content remains
sticky
~ Expand relationship
through branding,
recruiting and business
development


Case in Point: S&P

Source: S&P alumni website, 2012.


Source #4: Contingent Workers

 Trend toward looking at contingent
workers like people – not pencils

 Leading companies see the capability to
hire by ability as critical to their
company’s agility and competitive
stance.

 When deciding who you need consider:
• Required timeframe
• Skills Needed
• Type of Worker


Case in Point: Ryder

Source: Ryder website, 2011.


Key Takeaways
 Talent analytics has the potential to be an
extremely powerful tool
 With talent analytics, don’t stop at insight –
recommend action
 Develop a prioritized action plan
 Leverage a variety of talent sources
• Current employees
• Outside hires
• Alumni
• Contingent Workers


Thank you, and please join us at Bersin IMPACT 2012
April 10-12, 2012


Questions?

Stacia Garr
Senior Analyst,
Talent Management

Questions or Follow Up:

Stacia.garr@bersin.com
http://blogs.bersin.com/stacia.garr

www.linkedin.com/in/staciashermangarr
Twitter: StaciaGarr


Join Our Next TM Webinar
How to Improve Candidate Quality With
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Tuesday, April 17, 2012
•
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Build, Buy or Rent? Leveraging Talent Analytics to Plan for Tomorrow's Workforce

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