Ppma 2015 ey people analytics presentation v004 simon constance

1. Talent Strategy and Analytics
Turning data into insights and action
Simon Constance
EY
Friday 17th April 2015

2. Introductions and Objectives
• How can a “buzz word” really realize the value of the talent in government
today and make a stronger case for investment in people?
• What do we mean by analytics any?
• Some practical examples from the public sector
• How can we embed this?
Page 2

3. Have we run out of options for getting more from the
workforce?
Failing health
economies
(acute and
mental health)
Net budget
reductions
(25-35%)
Care Act
(2014)
Welfare Reform
Health & Social
Care Act (2012)
Policy
Pressures
Operational
Pressures
Legacy delivery
arrangements
(PFI, long term
outsourcing
contacts, etc)
Children &
Families Bill
(2013)
CSR 2013
(Grant
Settlement
Reduction)
Personal
Choice
(education &
social care)
Increasing
demand
(children at risk &
older people)
In summary workforce and talent management is one of the five biggest issues facing the public
sector…
DevolutionWorkforceFragmentationDemandAusterity
Page 3

4. • The need for workforce modernisation, changing the capability of the current
workforce
• Three out of 10 councils (29 per cent) have a formal process to spot talent
from amongst staff.
Page 4
Theme
What challenges does this presents for managing
talent?
• The local government paybill has increased by 0.6 per cent since 2012/13 in
absolute terms (from £22.4 billion)
• Seven out of 10 respondents (71 per cent) said their council had reduced the
number of staff post
• High-skilled occupations were 71% of the rise in employment from 2009-
2014, 25% accounted for by low-skilled occupations.
• The UK population aged 60 – 74 will increase by 1.5m, 90% of jobs created
Capability
Productivity
and budget
pressures
Changing
workforce
Evidence
1. Staff
performance
2. Targeted
resource
management
3. Talent
policy
effectiveness
Area of question

5. How can we respond to these challenges using talent
analytics?
Talent Analytics provides data driven evidence and insights into decision
making along the end to end HR process that converts Strategy into Outcomes
Business
outcomes
Stakeholders
The Market
Resourcing
and
recruitment
Role and
competency
design
Reward and
recognition
Career and
succession
Performance
management
Leadership
profile
Integrated
HR levers
Mobility
Learning and
development
Business
strategy*
Business plan
Workforce plan
*or Business Unit, Division, Function
• Political Stability
• Socio/economic
trends
• Labour Market
• Market forecasts
• Technology trends
• Competitor
strategy
Page 5

6. Page 6
So what are we talking about?
The types of analytics The tools used

7. 1. Staff performance – “how can we make the best
investments in our workforce?”

8. 2. Targeted resource management – “can we do the
same with less?”

9. 3. Talent policy effectiveness – “how do we design
more impactful talent policies?”

10. How can you getting going?
Start small and deliver quick wins
Plan and agree milestones
Run further hypotheses and prove
the business case
Continue to build the function
Time
Engage with business to identify
suitable business issue

11. 4. Develop
the
options
5. Option
analysis and
selection
6. Detailed
solution
design
7. Solution
implement
ation
8.
Evaluation
and impact
analysis
Developing the solution Delivering value
Process
Framework
1. Hypothesis
Definition
2.
Hypothesis
Testing
3. Problem
definition
Defining the problem Making the case for change
Problem
Statement
Define the
problem and
raise awareness
among key
stakeholders
Objectives
Establish the
objectives and
what will
constitute
success
Problem
Drivers
Analyse problem
drivers and levers
for resolving the
problem
Options
Define the
alternatives for
addressing the
problem
Cost &
Benefits
Fully define the
costs and benefits
of the selected
option and the
impact of detailed
design decisions
Implementation
KPIs
Define what a
successful
implementation
looks like and
monitor against this
Policy
Value
Prioritisation
Establish
priorities and
criteria for
delivering the
objectives and
evaluate options
against these
Objective driven
Problem driven
Decision maker
driven
Hypothesis
Define problem
hypothesis
based on
evidence
provided by the
“Trigger”
Hypothesis
Testing
Gather evidence
and data to
analyse and
refine the
Hypothesis
Trigger:
• HR KPIs
• MI Reports
• Business
Forecasts
• Leadership
Request
• Expertise
• Benchmarks
Do valid options exist
to address the
problem?
Is there evidence to
support the Hypothesis
and is it relevant?
Does the solution
deliver value for
money?
Decision
Points
Embed this in decision making governance
Page 11

12. Its not the numbers its how you present them…

13. Page 13
Summary and Lasting Thoughts

14. Any Questions?