This presentation highlights the 4 big barriers to creating a talent analytics platform. HR systems have, and still are, mostly designed from the inside (HR) out (employees). This means they do not have a consumer mindset that engages people and provides a steady stream of relevant people data to analyze. If employees get no value from providing an organization with data, they stop doing it. No data=No analytics. By giving every employee a self-directed career management tool that helps them to identify their strengths, identify the strengths they need to be successful and provides them with personalized advice on how to develop new strengths, the organization maintains a steady stream of relevant talent data. This presentation was delivered at the Chief Human Resource Officers conference in Cape Town 2015. In the 20 minutes it took to do the presentation, we were able to provide a delegate from a large food manufacturer with a live site.

1. Martin Sutherland
Email martin@peopletreegroup.com website www.peopletreegroup.com
Predictive Analytics
Making decisions that increase the
probability of success and maximize
the value of your talent

2. Analytics vs Reporting
Thomas H Davenport – Competing on Analytics

3. What are we trying to do?
Brett Mulder
Email brett@peopletreegroup.com website www.peopletreegroup.com
Determine the fit between
talent and context
• Improve Hiring
• Predict Performance
• Increase Engagement
• Accelerate Learning
• Identify Leaders
• Connect Teams
• Improve Mobility

4. The View from the Top
Who’s got talent?
Brett Mulder
Email brett@peopletreegroup.com website www.peopletreegroup.com

5. What Does It All Depend On?
Brett Mulder
Email brett@peopletreegroup.com website www.peopletreegroup.com
Analytics is not possible without data. Most HR data is incomplete, inaccurate and not current. The
ability to create a high quality data platform is the foundation of any analytics initiative.
The rest of this presentation identifies the 4 problems that make it so difficult to create a strong
data platform and the 4 principles that can be used to improve the quality of the data you have to
work with.

6. If it’s so simple, why is it so difficult?
Brett Mulder
Email brett@peopletreegroup.com website www.peopletreegroup.com
The Big 4 Constraints
A process that works for one
person, becomes unmanageable
and redundant for many different
people
Scalability

7. If it’s so simple, why is it so difficult?
Brett Mulder
Email brett@peopletreegroup.com website www.peopletreegroup.com
The Big 4 Constraints
A process that works for one
person, becomes unmanageable
and redundant for many different
people
Data point 1
Data point 2
Data point 3
Scalability
Data point 1
Data point 2
Data point 3
Data point 1
Data point 2
Data point 3
Data point 1
Data point 2
Data point 3Data point 1
Data point 2
Data point 3
Data point 1
Data point 2
Data point 3
Data point 1
Data point 2
Data point 3
Data point 1
Data point 2
Data point 3
Data point 1
Data point 2
Data point 3 Data point 1
Data point 2
Data point 3
Data point 1
Data point 2
Data point 3
Data point 1
Data point 2
Data point 3Data point 1
Data point 2
Data point 3
Data point 1
Data point 2
Data point 3
Data point 1
Data point 2
Data point 3
Data point 1
Data point 2
Data point 3
Data point 1
Data point 2
Data point 3
Data point 1
Data point 2
Data point 3
Data point 1
Data point 2
Data point 3
Data point 1
Data point 2
Data point 3

8. If it’s so simple, why is it so difficult?
Brett Mulder
Email brett@peopletreegroup.com website www.peopletreegroup.com
The Big 4 Constraints
Speed (Promised) Speed (Delivered)
The complexity of the technology, the length of the procurement process and the
need for significant customization leads to long delays before any value is perceived

9. If it’s so simple, why is it so difficult?
Brett Mulder
Email brett@peopletreegroup.com website www.peopletreegroup.com
Sustainability
The Big 4 Constraints
There is little or no reward
for the employee to
provide, and maintain, the
data that HR needs?

10. If it’s so simple, why is it so difficult?
Cost (to buy it)
The Big 4 Constraints
Cost (to make it work)
Brett Mulder
Email brett@peopletreegroup.com website www.peopletreegroup.com
The cost is a consequence of processes that don’t scale, complexity that delays
implementation and lack of sustainability which reduces RoI

11. The Traditional Data Collection Process
The Impact
Data is not current
Data is not complete
Data is not accurate
Zero value for data provider
The Problems
Too complex
Too expensive
Too administrative
Too difficult to scale
Brett Mulder
Email brett@peopletreegroup.com website www.peopletreegroup.com

12. The New Data Collection Process
The Effect
Users Engage
More Data=More Value
Data Quality Improves
Large Data Sets To Analyze
The Solutions
Make it Useful
Make it Simple
Make it Cheap
Make it Scalable
Brett Mulder
Email brett@peopletreegroup.com website www.peopletreegroup.com

13. Principle 1 : Tap Into The Power of Self-Direction
Trying to identify, control and manage the actions and
desires of each person is impossible Brett Mulder
Email brett@peopletreegroup.com website www.peopletreegroup.com
Everyone crossing this busy
intersection takes their own
decisions. They know when to
step off the curb, which direction
to move in, how to avoid bumping
into each other.
It’s impossible to centrally control
each person’s actions, but by
giving people the tools to manage
their talent by themselves, you
can help each person in your
organization find their own path.

14. Principle 2 : Provide Simple, Intuitive Cross Platform Technology
Make it accessible, engaging and adaptive
Brett Mulder
Email brett@peopletreegroup.com website www.peopletreegroup.com
Technology has become easier to
use and more ubiquitous making
access to online tools increasingly
available to employees at all
levels.
Providing an engaging user
experience means adopting a
“consumer-focused” mindset to
application design, rather than the
traditional enterprise approach
that is designed for HR.

15. Principle 3 : Constantly Create Value For The User
Personalize, Contextualize, Prioritize and Customize Brett Mulder
Email brett@peopletreegroup.com website www.peopletreegroup.com
Provide a self-directed
career management
tool to everyone in the
company that helps
them answer 3
questions:
1. What are my
strengths?
2. What strengths do I
need to be
successful?
3. How can I develop
new strengths?
Providing effective
career management is
consistently one of the
top 3 priorities for
employee
engagement.

16. Principle 4 : Mine Data To Create Value For The Company
Create the ability to ask any question, anytime and
interrogate any data set in real-time
Brett Mulder
Email brett@peopletreegroup.com website www.peopletreegroup.com
When your employees constantly engage with an application because it provides value to
them, they are continually providing data that can be used to identify their strengths, their
interests and ambitions and their development needs.

17. Case Study 1
What makes the difference?
Identifying the differentiating
characteristics of high performing
sales people in NWJ
Jewelry Retailer – 60 stores

18. Case Study 1
To identify the differentiating characteristics, the
difference between the average strength
scores, as identified by feedback from others,
were used.
The 4 characteristics with the most significant
difference are:
• The Inspirational Cheerleader
• The Calming Presence
• The Considerate Carer
• The Energetic Driver
The difference in Average sales revenue above target
between high and low performers is R702,832/year.
Jewelry Retailer – 60 stores

19. Case Study 1
The identification of the four differentiating characteristics of high performing sales people
means that these characteristics can be used to:
1. Hire people with a greater probability of success.
2. Allocate training resources to develop high performing attributes.
3. Improve performance by helping managers diagnose the reasons for poor performance.
4. Promote these behaviors through incentives and recognition.
Jewelry Retailer – 60 stores

20. Case Study 2
This site was built for Pioneer Foods in the 20 minutes it took to do the presentation. The site was customised
with Pioneer’s corporate identity, Pioneer values were added to the site so that people could compare
themselves to the values, identify development needs and access personal development plans.
The point of the demonstration was to prove that the 4 barriers to implementation (scalability, sustainability,
speed and cost) can be overcome if a new mindset is used that is consumer-focused and agile.
Challenge: Could we build a self-directed career management tool for a company
in the 20 minutes it took to do this presentation?
Get people to endorse your strengths
Compare your strengths to various
career challenges and situations
Get access to a customized personal
development plan to improve
Communicate your strengths to others
Identify your own strengths and compare
them to how others see you

21. The Message In A Nutshell
Create a reason for 90% of the people in your company to tell you more about themselves,
Give them a reason to keep giving you that information,
Mine that information for insight,
Use that insight to solve your talent challenges
THE NUMBER ONE METRIC
Your ability to create talent analytics, at scale, in real-time.
Brett Mulder
Email brett@peopletreegroup.com website www.peopletreegroup.com