Analytics are vital to talent leaders because they drive change and performance. We're creating a series of views to present the maximum amount of actionable insights with the smallest amount of measures. Why? Talent Managers can easily get buried by a sea of talent analytics. Also, it takes time and money to build systems and tools to create actionable insights. This study is about creating a good practice dashboard of the most useful insights 'instantly'. Business Intelligence tools vary in their usefulness.

1. TALENT ANALYTICS FOR LEADERS – DISTILLING THE KEY ACTIONABLE INSIGHTS
www.workspend.com
Workspend (www.workspend.com) is conducting a study of blue chip Talent Leaders
to qualify their requirements for ‘actionable Insights’ - the 3 key perspectives on
performance that every talent leader should know. This is what we’ve learnt so far.
What’s your opinion?
1. Sourcing
It’s about measuring the
short, medium and long-term
effectiveness of talent
sourcing approaches;
questioning whether the
current model/approach is a
good way, the best way or
neither.
• Minimize the time taken
to find the best talent and
the best rate in the right
place at the right time
• Minimize the cost of talent
(including departmental
overhead and sourcing
costs)
• Minimize risk of litigation
to the enterprise resulting
from how talent is sourced
and managed
• Maximize productivity (i.e.
the return per capita) of
talent
• Maximize learning of what
works when it comes to
talent provisioning to
drive improvement
2. Candidate Fit
It’s about measuring the short,
medium and long-term
effectiveness of talent
sourcing approaches;
questioning whether the
current model/approach is a
good way, the best way or
neither.
• Maximize quality of talent –
its potential to make
effective contributions to
operational performance
and bring game-changing
value to the enterprise
beyond the anticipated role
deliverables
• Maximize the ‘happiness’ of
talent – to create a positive
working environment and
give something back to the
communities served by the
enterprise
3. Workforce Effectiveness
It’s about measuring the impact
that the talent capability has on
the enterprise, whether it has
reached an optimal level, or
whether the way the organization
thinks and acts is prohibiting the
enterprise from growing in a way
that it could if alternative
strategies/approaches were
adopted.
• Maximize profit per head
(minimize spend on talent)
• Minimize unbudgeted spend
on talent
• Maximize derived value from
third party partnerships
JOB OUTCOMES
What do you think? Let us know. Take the Survey at http://www.surveymonkey.com/s/JMRWSH9