The Value of Data Driven Decision Making for HR and Learning
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Solid data can work wonders for a range of processes. Right from career and growth development where it facilitates identifying skills needed to prepare the workforce for the future to assisting in dealing with change, especially relevant to the current crisis management environment. Harbinger understands how data can be utilized to focus on HR research and learning. Join us for an interactive conversation on data driven organizations, facilitated by Stacey Harris, Lead Researcher for the Annual Sierra-Cedar HR Systems Survey White Paper. With her, Murali Sastry, SVP – Engineering, Skillsoft, and Shrikant Pattathil, President – Harbinger Systems, will share more insights on data-driven decision-making. Key Takeaways: - The importance of HR and Learning data in creating a flexible and agile organization - How emerging technology is making personalization and tailored experiences a reality - Key characteristics and achievable outcomes from a Data Driven HR and Learning function
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The Value of Data Driven Decision Making for HR and Learning
- 1. The Value of Data Driven Decision Making for HR and Learning Sponsored by © 2020 Harbinger Systems | www.harbinger-systems.com July 9, 2020
- 2. 2 Speaker Introduction Stacey Harris Chief Research Officer Sapient Insights Group Lead Researcher, Sierra-Cedar HR Systems Survey Murali Sastry SVP Engineering Skillsoft Shrikant Pattathil President Harbinger Systems Seema Chaudhary Chief Alliance Officer Harbinger Systems
- 3. Annual HR System White Paper, 22nd Year 3 Download the 22nd Annual White Paper
- 4. 4 We must start at the beginning…
- 5. The HR Technology environment
- 6. Low satisfaction with Talent and LMS Solutions are causing system replacement plans 6 31% Evaluating replacement of their Talent Management Systems 33% Evaluating replacement of their Learning Management Systems 1. Low adoption levels 2. Poor reporting 3. Poor data integration 4. Poor user experience Source 2019-2020 Sierra-Cedar Survey, 22nd Annual Edition
- 7. Data driven HR and Learning organizations …. 56% More likely to be viewed as a Strategic Business Partner 64% More likely to inform business strategy with their technology 5 Years of consistently higher HR, talent, and business outcomes
- 8. Just 15% of organizations have data driven behaviors? 8 Source 2019-2020 Sierra-Cedar Survey, 22nd Annual Edition Data-Driven HR Non-Data-Driven HR 3.13 Avg Level of Process Maturity (1-5 scale) 1.67 Avg Level of Process Maturity (1-5 scale) Effective or higher Data Governance Processes 75% Avg % of Front Line Manages with HR BI Access 43% Avg % of Front Line Manages with HR BI Access 50% or more Front Line Managers have HR analytics tools 4.6 Avg # of Integrated Data Sources 2.8 Avg # of Integrated Data Sources 2 or more data sources are integrated in HR analytics tools 5.25 Avg # of HR Metrics 3.49 Avg # of HR Metrics 2 or more HR Metrics are included regular executive reporting
- 9. Engagement Productivity Cost Efficiency Business Alignment HR Outcomes Data Driven Aggregate Attract Talent Develop Workforce Decision Data Talent Retention Talent Mobility Talent Outcomes Data-driven functions consistently achieve outcomes Innovation Market Share Profitability Customer Sat Competitive Business Outcomes ImprovedNeutralDeclined 11% Higher Source 2019-2020 Sierra-Cedar Survey, 22nd Annual Edition
- 10. © 2020 Harbinger Systems | www.harbinger-systems.com 33% 33% 49% 71% 67% 84% 89% 98% 14% 20% 22% 39% 45% 58% 71% 80% Which metrics are tracked by data driven organizations Source 2019-2020 Sierra-Cedar Survey, 22nd Annual Edition Which Metrics are Included in Your HR Reporting? Turnover Demographics Recruiting Compensation Absence Performance Learning Productivity
- 11. 13% 5% 10% 10% 15% 29% 34% 51% 54% 73% Core HR WFM Talent/Learning Benchmarking Financials Safety/Audit Operations Sales/CRM Marketing None 9% 24% 27% 36% 45% 67% 76% 85% 93% What integrated data views are most important? Source 2019-2020 Sierra-Cedar Survey, 22nd Annual Edition What data sources are integrated into a single BI tool?
- 12. DEMONSTRATE PROGRAM VALUE EXECUTIVE REPORTING THROUGH VISUAL DASHBOARDS PROGRAM VALUE (ROI) CALCULATIONS ALIGN ASSIGNMENTS TO BUSINESS OUTCOMES
- 13. Learning technologies integration: Business scenarios 13 Tracking Activity • User learning activity Course Catalog • Sync Course list User Management • User Authentication and management Course Metadata • Deep linking • File based Content Aggregration • Link Content • Search content • Push content – file based Content Discovery • Curate content and UI Representation Integration LMS, LXP and other platforms
- 14. 15% 18% 19% 26% 29% 31% 39% 47% 47% 49% 52% HR Cost Management Compliance Employee Engagement Employee Retention Top Talent Workforce Readiness Optimal Assignments Productivity Customer Satisfaction Innovation Competitive Advantage 24% 22% 22% 42% 47% 44% 58% 69% 71% 56% 69% Does more data help with employee engagement? Source 2019-2020 Sierra-Cedar Survey, 22nd Annual Edition What are you accomplishing currently using HR BI?
- 15. 25% 27% 29% 41% 49% Increased Tech Spend (laptops, conference tech) Eliminated Contract Workers Temporary Furloughs Postponed HR Related Projects Redistributed Critical Workforce * Note Preliminary 2020 Data Source 2020-2021 Sierra-Cedar Survey, 23rd Annual Edition – Preliminary Why data and engagement were linked during this crisis Top HR organizational responses to the COVID-19 crisis
- 16. 20% 21% 22% 24% 30% 31% Critical Roles/ Positions New Hire Time to Productivity Job Descriptions Employee Emergency Contact Succession/Career Planning Employee Skills/ Competencies/ Licensing * Note Preliminary 2020 Data 50% of organizations lacked critical HR data during the COVID-19 crisis Source 2020-2021 Sierra-Cedar Survey, 23rd Annual Edition – Preliminary Top HR data points that were unavailable during COVID – 19
- 17. Insights on learner behaviors Skills, Job roles, Search terms Badges and competencies What SKILLS are my learners trying to build? COURSE COMPLETION: DRIVE MOTIVATION ASPIRE TRACKS: “RESUMÉ-WORTHY” ASPIRE JOURNEY: MAJOR ACCOMPLISHMENT 3.5 million badges issues in past 4 months 317%increase in the learning content accessed since January 2020.
- 18. Why Flexible vs Agile organizations are surviving Flexibility the skills, processes, guidelines, resources, and capacity to bend when needed Agile provides a framework for how to flex, but does not automatically give you flexibility, Dataprovides the pointers for which way to flex
- 19. Data Governance is a formal management process of data assets: Why is Data Governance important to flexibility? Stewardship Quality (standards) Security Privacy Integrity (cleanliness) Usability Compliance Access (Availability) Individual Ownership Data flows Context (story elements)
- 20. Do you know your employee’s work-related data footprint? 12% 12% 76% Yes In Development No 42% Did Not Know if They had a Strategy at all Data-Driven Organization 1.5 X More likely to have one in Development Source 2019-2020 Sierra-Cedar Survey, 22nd Annual Edition Does your organization have a strategy for identifying / aggregating an employee’s data footprint at work?
- 21. Do you know all the ways Employee Data is captured in your organization? 21 12% 16% 23% 25% 25% 37% 44% 53% 61% 72% 86% Environmental Sensors Audio Monitoring Biometric Sensors Personal Mobile Devices Social Media Internet/Screen Monitor Pulse Surveys Video Monitoring Wearables/Badges/RFID Employee Surveys Exit Interviews Source 2019-2020 Sierra-Cedar Survey, 22nd Annual Edition Methods of capturing employee data beyond HR Systems
- 22. 91% of organizations said email was one of its most valuable COVID 19 Crisis Management Tools 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Chat Bots Mobile App Push Social Media Social Network Text Message Live Chat Call Center Surveys HR Portal/Intranet Email What tools are used for employee communication? Data Driven HR Non-Data Driven HR 22 Source 2019-2020 Sierra-Cedar Survey, 22nd Annual Edition
- 23. 55% of organizations provided new training during COVID-19 crisis 33% 10% 26% 32% 43% Other (Internal, Partner) New Content Vendor Government Agency Existing 3rd Party Content Provider Existing LMS How was the needed training acquired? * Note Preliminary 2020 Data Source 2020-2021 Sierra-Cedar Survey, 23rd Annual Edition – Preliminary
- 24. AI-Driven Personalization PERSONALIZED NOTIFICATIONS PERSONALIZED HOMEPAGE AI: COLLABORATI VE FILTERING BERT DRIVEN SEARCH (Q2)
- 25. What we discussed today Data Driven Organizations Data Governance Organizational Flexibility Employee Data Footprint Personalization and Engagement
- 26. Questions Please use Q/A panel to type in your questions
- 27. Thankyou for joiningus today! https://harbinger-systems.com hsplmkting@harbingergroup.com seema@harbingergroup.com shrikant@harbingergroup.com stacey@sapientinsights.com murali.sastry@skillsoft.com
Hinweis der Redaktion
- Seema will open the event – and introduce the webinar Welcome everyone. Today's webinar is sponsored by Harbinger Systems for benefit of HR and Learning Practitioners. I am Seema Chaudhary, Chief Alliance Officer at Harbinger Systems and host of today’s webinar. All attendees will be on mute by default, please raise your hand if you have a query, or post it in the chat window A recording shall be made available to all attendees within a few days Questions can be posed through the Q&A panel Moderators will try and attend to all questions during the session Any unanswered questions during the session shall be answered via a follow-up email With this let me invite our speakers for the introduction. Next slide – Speaker Intro
- Speakres introduce themselves Stacey Murali Shrikant Seema – Thank you everyone. Stacey over to you.
- Note for Slide: Harbinger, will create a form that captures participant names and emails and insert that link into the download caption box, once someone provides them with their details Harbinger will then direct the person to this Sierra-Cedar web page for the full white paper.
- Stacey – when organizations are discussing their approach to HR and Learning in today’s world, the conversation starts with Strategy, Culture, and Data Governance. If we aren’t starting here, but rather with simply a need to fill an immediate gap – we end up with short term solutions, that tend to not achieve the outcomes we’ve been focused on.
- Stacey will discuss in this new world where our Technology and Processes need to align with our plans for Strategy, Culture, and Data Governance – it now requires a Total HR Technology Environment that is more interconnected and interdependent than ever. If we are focused on achieving outcomes than we must look at our world holistically – and understand the value of these connections. When we focus on just replacing a paper-based process, or solving just one gap or functionality requirement, without thinking about how the data will flow inside and outside of the systems, or how users will adopt a piece of technology, or how that technology fits with our long term strategy plans. We are likely to look at replacing that system with 4 to 5 years.
- Stacey, most Talent Management systems have only in been in place on average for 5 years, and Learning Management Systems on average for 7 years, compared to 10 or 12 year averages for Payroll, HCM, Workforce Management, etc. – yet these applications have some of the highest percentages of replacement plans of any other HR technology. Why this is – because organizations aren’t achieving the outcomes they desired from their investments. So we wanted to understand what was causing so much churn in these applications, or each movement to other types of Learning applications like Learning Experience Platforms, Content Environments, Microlearning environments all of which have 20% of organizations evaluating their purchase currently. When we finally dug deeper into the challenge's organization had with their systems we found several items: Low adoption, lack of data Poor cultural alignment Too many systems not enough integration Poor User Experience, not Tailored to the Employee These are all Data challenges – and organizations that realize that focusing on the Data over the System, gives them a better outcome.
- Stacey, Sierra-Cedar’s research has found that Data Driven Organizations excel in multiple areas – They are more likely to be viewed as a Strategic Busines Partner, More Likely to use their HR and Learning applications to Inform their Business Strategy versus just replacing paper based processes, or capturing and aggregating information – and they consistently achieve higher levels of HR, Talent, and Business Outcomes than their non-data driven counterparts.
- Stacey – Why are so few organizations implementing Data Driven Behaviors – five years ago when we started looking for Data Driven organizations, we wanted to look at specific behaviors of HR Organizations, those truly focused on Data as a tool for ensuring they had the processes in place gather the data, use the data, and leverage it to manage their organizations through constant measurement. Our Data Driven organizations had to be at least effective in their level of process maturity for data governance, provide access to HR Analytics tools to at least 50% of their front-line managers, Integrate as least two different data sources into their HR analytics efforts, and regularly report at least 2 HR metrics to senior levels within their organization. Just 15% of our 1,800 organizations met all these behavior criteria, and those that did often excelled beyond the index criteria – where Non-Data Driven Organizations were half as likely to achieve any one of these behaviors in almost all category's.
- Stacey – For last five years, we’ve analyzed these organizations and each year we find that they achieve higher outcomes in Talent, HR, and Business metrics in our research data. This year in aggregate that was a total of 11% higher overall outcomes. Stacey will ask Shrikant and Murali if they have any examples of important Talent, HR, or Business outcomes they’ve seen clients achieve when leveraging a Data Driven approach to HR or Learning (I’ll ask Shrikant first then Murali) What we’ve seen is that our most successful customers build a business culture around data. They use data to drive specific outcomes - be it up-skilling a certain segment of their workforce or using data to measure the effectiveness of their employees after undergoing through specific learning programs. The outcomes could be better quality of service, faster onboarding or training of employees or it could be taking their organization through digital transformation. A good example is our customers taking their employees through agile training and measuring the final effectiveness of the training by the speed with which they are able to roll out new products and services to market.
- Stacey - What Exactly do Data Driven Organizations Do Differently from everyone else? Most organizations focus their HR Metrics on Turnover and Demographics, which are generally historical views of a troubled organization – Data Driven Organizations also focus on critical engagement factors and early indicators such as compensation and absence, as well as business performance, learning, and productivity metrics.
- Stacey – In addition Data Driven Organization focus on creating a holistic view of their organizations data by integrating multiple data sets into single BI platforms and creating multiple opportunities for front line managers to view combined data sets in dashboards, drillable data portlets, or even active data environments with built in analytics capabilities. Stacey will ask Murali, as the SVP of engineering for one of the largest software providers in the industry – how much does your organization focus on creating environments that can be shared with front line managers or integrated with other data sets? How important are those topics in your development efforts? What is the process your teams use to identify the most important integrations and management views for your clients?
- Reporting and analytics is a big part of our software development effort here at Skillsoft. It is one of the most important area for our customers after the learning content itself. We gather a lot of data with respect to the learning that happens in our platforms and show this data through highly visible dashboards not only in our learning platforms but also deliver the data into other Learning management systems. Our customers are heavily focused on where our learners are spending the time, creating and developing learning campaigns, and measuring them. In terms of the product we build, we have taken great efforts to build highly visual dashboards with a meaningful experience relating their program values and how this aligns to the business outcomes. In developing the product we have a Design Partner Program with 25 large customers and we meet with them formally every month and engage them in UX research and testing. We use design thinking methods (like empathy mapping, personas) to understand the "problem space" for our customers. What are the problems to be solved? What are their pain points? What can we do to help them achieve greater success.
- Stacey will ask Shrikant about how clients have integrated their HR and Learning technologies to achieve better data outcomes Organizations use multiple applications to accomplish a workflow. The app used by leaners to view the courses may not be the same used by HR to aggregate the reports. In the context of Percipio, Harbinger has collaborated with Skillsoft to build point to point integrations between Percipio and LMSs like SuccessFactors to make the course catalog and tracking accessible in both systems. On the content side, we have built content integration with platforms like Coursera to make sure the coursera content is searchable in Percipio. The tracking data is also synchronized via APIs. This helps learners and HR to access information in the platforms of their choice and enable better learning and personalization in the flow of work.
- Stacey – We’ve discussed What a Data Driven organization is and how they’ve leverage data to focus on organizational outcomes, but can those efforts also connect in very specific ways to improving employee engagement? When we ask organizations what they actually accomplish with their efforts invested in HR analytics without a focus on being a Data Driven organization with all the other Behaviors we mentioned earlier, it isn’t surprising that the attention turns to HR Cost Management and HR Compliance management. While our Data Driven organizations are more likely to achieve Employee Engagement, Retention, Workforce Readiness and Improved Productivity. In the last several months of where we’ve been challenged with Global Pandemics, Major Economic Downturns, and Critical Social Unrest – being able to address these issues were of the utmost important.
- Stacey – In the most recent Covid 19 Pandemic Crisis, we asked organizations What responses their HR function took – and the number one responses, by almost 50% of organizations was Redistributing Critical Workforce. In addition, there were obviously decreases planned in projects, contractors, and Furloughs as well. Both requiring lots of communication and ensuring our workforce was feeling safe, mentally and physically well, and prepared to do the work we were now asking them to do.
- Stacey – Over 50% of organizations who needed HR Data during the Covid 19 crisis found they were missing specific data or that data they thought they had was out of date. Of those 50% of organizations who found they were lacking specific data needed to manage during the Crisis – mor than 30% were lacking data on Employee Skills, Competencies, and Licensing as well as Succession planning data. Over 20% were missing data on what roles would be considered critical and if they needed to ramp them up, how long before New Hires could be productive. These were major issues for organizations of every size, industry, and around the globe based on what we are currently seeing. Stacey will ask Murali, can you talk a little bit about how you’ve seen some of your customers and clients leverage Learning tools to address these major crisis challenges. I know Skillsoft is well known for its ability to track badges for skills, and learned skills as well. Did you see an increase in use of your applications over the last few months? And in What Ways?
- The COVID-19 crisis has fundamentally changed how our customers view remote learning and talent management. For some customers, it was essential to learn effective use of digital tools and technologies, learn virtual management and engagement techniques, for some it was training on business continuity planning, for other customers learning was looked as a way to keep employees engaged in up-skilling while they were at home. The COVID-19 crisis disrupted some of the regulations and notions they had and drove the rollout of programs dramatically increasng adoption. Recently we are seeing our customers shift to digital transformation initiativs needed for their companies to compete effective in this new world. The data we see speaks for itself. We are seeing a lot more activity in remote learning and engagement be it the 3.5 million badges awarded in the past few months or the 317% increase in content being accessed.
- Stacey – All the Data and Insights are absolutely critical to Crisis Management, but the next step is what did organizations actually do with this information. How did they use it to survive and even Thrive. There has been a lot of commentary about organizations needing to be Agile – but in fact, being Flexible is really the desired state. Flexibility means you’ve built in continuity plans for your organizations operations, it means you have contingency plans that can be put in place when the data calls for those options, it means you’ve cross trained employees, and created redundant backups, and directionally this is driven by Data. Stacey will ask Murali there has been a lot of discussion about how Agile organizations need to be, but can you share how an Agile management approach supports a Flexible organization? First let’s ask ourselves what is an agile organization. Basically these are organizations that are quick to respond to changes but that said quick doesn’t mean you cannot be flexible and respond to the needs of the customer in these unique environments. We start with a basic model of agile where we plan based on quarterly program increments based around major initiatives but execute in short increments, build and release the features to our learners, and measure the usage. We do this process in 2 week increments, and re-adjust based on our measurements. We do thin slices of features initially, and improve upon them based on the data gathered both quantitative around feature adoption as well as qualitatively by talking to our users. Stacey will ask Shrikant as a Business Leader – can you briefly share how your organization was Flexible during the last few months, ensuring continuity for your organization?
- Stacey - A Flexible organizations requires Data that is clean, trusted, updated, accessable, and has context built in – it also requires data that is usable.
- Stacey – HR is notoriously famous for managing data through a compliance lens only – the less data they track, the easier it is to stay compliant. This is actually one of the quickest ways that organizations find themselves in hot water with Privacy Regulations like GDPR and California privacy laws. We capture data from our employees in a 100 different ways, and if we only govern the data inside of our “HR” systems we are missing a major part of the picture and frustrating our employees. 42% of organizations that we surveyed did not even know if they had an Employee Data aggregation and management plan or strategy in place at this time.
- Remember all of that missing or outdated data HR organizations struggled with during the crisis, HR may not have had all the data but how likely is it that this data may have been in one of these other 10+ areas of data capture that we don’t include in our HR Systems. Remember we were missing emergency contact information, job descriptions, employee skills --- all of which could be captured and updated in less intrusive ways, and now we need to track safety information, working teams, building locations – again all trackable outside of HR Systems. Much of it is regulated carefully, and it is important to know what data can and can’t be combined due to HIPPA regulations and privacy standards, but that doesn’t mean it can’t be leveraged to support important things like employee safety, critical role support, or one of the most important issues during the crisis communication. More importantly, data can be used to personalize all of these things for employees who are overwhelmed with information that is irrelevant and lacks focus for their personal needs.
- Stacey – on average most organizations use about 2 to 3 different communications methods with their employees, a Data Driven organization on average uses 4 to 5 different communication methods and is more likely to personalize their communication and management styles to meet employee needs.
- Stacey – We also saw an increase in Training for Employees - As employees were challenges with too much information, work overloads, and fear – personalized communications and training were increasingly highlighted as tools for improved engagement, pulse surveys checking in on employees, video conferencing touch bases, all of this made a difference. Stacey will ask Murali, I know your engineering teams have focused a lot on creating personalized environments in your applications - can you talk a little bit about how you’ve seen Personalization make a difference for your customers and their employees over the last few years. Stacey will ask Shrikant, how personalization has played a part in either Harbinger or his clients ability to engagement employees during the COVID 19 Crisis?
- We are in a new era of personalization driven through AI. Our customers are now expecting the same level of experience they see in their personal lives. When we started building Percipio - our new learning experience platform, our goal was to build the Netflix type of experience for the learner which is personalized for them. We have incorporated personalization into every aspect of our platform – whether is returning search results based on who you are and understanding the context of your search, or building recommendations based on the learners interests and skills. We use AI to recommendation content based on a model we are all very familiar in our personal lives with the amazon shopping experience where we recommend content based on people who are learning similar courses. We observe our learners spending 4X more time learning in this new personalized platform compared to our older platform —more repeat visits and longer session times per visit.
- Stacey will wrap up highlight key points from the presentation and ask Murali and Shrikant if they have any last insight they’d like to share with the audience. Then she’ll hand it over to Seema for any questions they might have from the audience and Thank yous.
- Our vision is to transform lives at every workplace through our software technology services in product and data engineering. Over the last 30+ years, we have worked extensively in the HR and Learning domain, helping technology vendors build, integrate and sustain their products. We have also helped our corporate customers, with consulting, content development and technology implementations for their HR and Learning needs.
- Harbinger Team SLIDE DESIGN: This is Murlal’s original slide, but Harbinger will create a new visual, that graphically represents a highly integrated Learning and HR environment, showing data flows and integrations. Stacey will ask Shrikant about how clients have integrated their HR and Learning technologies to achieve better data outcomes 1. Public APIs, SAML SSO and xAPI provide standard solutions to ecosystem integration enabling key use cases such as user management, seamless login, content catalog sync, and learning activity reporting. 2. All Purpose LMS integration uses elearning standards such as AICC and LTI to integrate with the broadest possible range of elearning platforms. 3. LMS Connectors are optimized integrations aimed at fully utilizing the capabilities of each LMS to deliver the best possible user experience.