You can listen to today’s webinar using your computer’s speakers or you may dial into the teleconference. If you would like to join the teleconference, please dial 1.408.600.3600 and enter access code: 921 655 826 # You will be on hold until the seminar begins. HR Analytics – A Pathway to Business Impact #TMwebinar
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You can listen to today’s webinar using your computer’s speakers or you may dial into the teleconference.
If you would like to join the teleconference, please dial 1.408.600.3600 and enter access code: 921 655 826 #
You will be on hold until the seminar begins.
HR Analytics – A Pathway to Business Impact
#TMwebinar
Speaker: Charles GoretskyPrincipal ConsultantBersin & Associates
Cornerstone OnDemand is a global leader of cloud-based talent management software solutions. Over 9.4 million users across 180 countries rely on Cornerstone to maximize their potential, develop their skills and foster new levels of collaboration. Cornerstone’s comprehensive solution helps organizations manage entire employee lifecycle, from hiring through retirement. The solution includes: Cornerstone Recruiting Cloud, for social recruiting, sourcing, onboarding, and planning of talent Cornerstone Performance Cloud, for managing the performance, succession and compensation of your workforce Cornerstone Learning Cloud, for training, development and certification of employee skills and expertise Cornerstone Extended Enterprise Cloud, for managing and training your extended network of customers and partners Based on Cornerstone’s pure cloud architecture, Cornerstone’s comprehensive solution helps organizations manage entire employee lifecycle, from hiring through retirement.
#TMwebinar
Charles GoretskyPrincipal ConsultantBersin & Associates
The importance and impact of quality HR measurement on talent and business outcomesHow analytics helps address critical talent challenges organizations face todayHow to evolve and mature your analytics capabilityHow current technologies can be readily leveraged to build an analytics capability that enhances both the prioritization and outcome achievement of your human capital initiatives.
Cases in Point: Driving Business Value & Impact with Analytics
Major Retailer developed integrated “people model” to correlate relationship between engagement, rewards, leadership capabilities, tenure, skills and revenue
Major Insurance Company statistically validated 30+ factors in recruiting which led to 20%+ improvement in sales performance and completely revamped recruiting process
Major Food Service Company identified key drivers of account renewal and upgrade and developed statistically valid measures which have been used to create company-wide dashboard which measures risk on a weekly basis
Major Retail Bank correlated dozens of workforce measures against engagement and branch financials to develop risk management dashboard for small and large branches
Pipeline Readiness(2010 Succession Planning: VPs and Above)
Too New To Rate Under‐Performing Well‐Placed
Growth Potential Highly Promotable
TALENT MANAGEMENT SCORECARD (Q2 2011)
1. Disparity in minority population amongst leadership; non-managers and other positions split approximately 50/50
2. On average, over half of VP+ talent assessed during 2010’s Succession Planning process are ready to assume a new role within the next 12 months
3. Manager effectiveness: SVP & above below current 3.0 average- most likely due to rating scale difference (VPs and above receive either a 1, 2, or 3 numeric rating value whereas ratings for Directors and below can include a decimal value)
4. Males/females represented almost equally in leadership development programs, however, non-minorities still represent more than half of 2011 YTD participants
5. The majority of leadership development program participants experienced no change in job role after participating in one or more programs
6. Turner overall has spent less on training per employee during Q1 as compared to the ASTD/Bersin combined average benchmark (average $81.94/employee across Turner vs. $147/employee)
7. Turner is currently spending .02% of its YTD profit on learning & development; the ASTD benchmark is approximately .4% of quarterly profits
3.2
3.0
2.7
2.7
0.0 1.0 2.0 3.0 4.0 5.0
Dirs/Equivalent by Title
Mgr/Equiv by Title
SVP and above
VPs/Equivalent by Title
Average of EE Engagement, Perf. Ratings, Promos Out of Hierarchy, and Num. of
Terminations
Manager Effectiveness Index
Percentages may not add to 100% due to rounding
49%
51%
0%10%20%30%40%50%60%70%80%90%
100%
Female Male
6%18%8% 1%
66%
0%10%20%30%40%50%60%70%80%90%
100%
ASIAN BLACK HISPA
PACIF WHITE
Gender/Ethnicity Representation in LDPs(YTD 2011)
No Change
74%
Promotion20%
New Position
4%Suspensio
n1%
Job Title Change
1%
Executive Leadership Development Outcomes(YTD 2011)