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Talent Strategy Formulation, Measurement, & Management 1 TSI Talent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy Institute March 5 th , 2014 KnowledgeAdvisors 2014 Analytics Symposium Presented by Al Adamsen Talent Strategy Institute [email protected] 415-652-2745 LinkedIn: Al Adamsen Twitter: @aladamsen March 5 th , 2014 TSI Talent Strategy Institute Formulating, Measuring, & Managing Talent Strategy: The Role of Workforce Planning, Analytics, & the TAD Framework
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Page 1: Talent Strategy Formulation, Measurement, & …kasymposium.com/wp-content/uploads/2014/02/Mar5_People...Sales Marketing Market & Customer Research Operations Supply Chain Mgmt. Operations

Talent Strategy Formulation, Measurement, & Management

1TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

Presented by Al AdamsenTalent Strategy Institute

[email protected]

415-652-2745

LinkedIn: Al Adamsen

Twitter: @aladamsen

March 5th, 2014 TSITalent Strategy Institute

Formulating, Measuring, & Managing Talent Strategy:The Role of Workforce Planning, Analytics, & the TAD Framework

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Talent Strategy Formulation, Measurement, & Management

2TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

“It ain't what you don't

know that gets you into

trouble... It's what you

know for sure that just

ain't so.”

- Mark Twain

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Talent Strategy Formulation, Measurement, & Management

3TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

Driving Change…

Direct the Rider= Data + Context

Motivate the Elephant= Visualization + Communication

Shape the Path= Where we’re going +

How we going to get there

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Talent Strategy Formulation, Measurement, & Management

4TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

Objectives

Educate

Inspire

Clarify

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Talent Strategy Formulation, Measurement, & Management

5TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

Our time today. Answer…

• Who formulates talent strategy and how do they do it?

• How best to measure and manage talent strategy over time?

• What’s going to help make sound strategic decisions?

– the deliverables, experiences, feelings, etc.

• What are the underlying processes?

– Data-to-Change

– Reporting, Analytics, Planning, & Prediction (Big Data in HR)

– Strategic, Operational, and Technological Workstreams

– Governance

• What models/frameworks will prove helpful?

• How are we going to advance our journey?

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Talent Strategy Formulation, Measurement, & Management

6TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

What’s all this About?

• Improving Performance– individual, team, and organizational performance

• Improving The Work Experience– job satisfaction, purpose, and organizational

• Reducing Risk– talent acquisition, investment, retention, and business risk

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Talent Strategy Formulation, Measurement, & Management

7TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

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Talent Strategy Formulation, Measurement, & Management

8TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

The Decision Sciences of Business

Discipline Decision Science Key Activities

Accounting FinanceFinancial Planning & Analysis (FP&A)

Sales MarketingMarket & CustomerResearch

Operations Supply Chain Mgmt.Operations Research & Process Optimization

HR Talent ManagementWorkforce Planning & Analytics (WP&A)

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Talent Strategy Formulation, Measurement, & Management

9TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

Analytics Maturity Progression

Value/Impact

Time

Stage 4:Operationalize Insight

Analytics Competitor

• Insight is repeatedly used to formulate HR & Business Strategy.

• Insight is repeatedly used by Managers in the field.

• Insight is obtained quickly & accurately from an on-demand platform.

Stage 1:Get Data Right

Analytics Hopeful

• Do I have good data to work with?

• If not, what must I do to improve it? Improve it.

• Do I have the people in place to perform analytics?

• Do I have the necessary technologies?

When Yes

Stage 2:Create Context

Analytics Doer

• Can we aggregate and structure data in a usable way?

• Do we have people experienced in analytics?

• Do key metrics now have a story around them?

• Is there a growing demand for insight?

When Yes

Stage 3:Use Insight

Analytics User

• Do we have an on-demand analytics platform?

• Are those doing analytics influencing change?

• Are insights being used in the field?

• Are dashboards w/ meaningful metrics (KPIs) being used?

When Yes

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Talent Strategy Formulation, Measurement, & Management

10TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

Analytics Maturity Progression

Value/Impact

Time

Stage 4:Operationalize Insight

Analytics Competitor

• Insight is repeatedly used to formulate HR & Business Strategy.

• Insight is repeatedly used by Managers in the field.

• Insight is obtained quickly & accurately from an on-demand platform.

Stage 1:Get Data Right

Analytics Hopeful

• Do I have good data to work with?

• If not, what must I do to improve it? Improve it.

• Do I have the people in place to perform analytics?

• Do I have the necessary technologies?

Analytics Doer Analytics User

Stage 2:Create Context

Analytics Doer

Stage 3:Use Insight

Analytics User

LEARNING

“PRACTICE!”

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March 5th, 2014 11© 2004-2014 Al Adamsen and The Talent Strategy InstituteTalent Strategy Institute TSI

KnowledgeAdvisors 2014 Analytics SymposiumTalent Strategy Formulation, Measurement, & Management

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Talent Strategy Formulation, Measurement, & Management

12TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

What Can Be Done Now?

HR Metrics & Reporting• What is happening?• Where is it happening?• Scorecards, Recurring Reports• Ad hoc Reports

Workforce Planning/Analytics• Who do we need, when, & where?• What is affecting staff and why?• Forecasting, Scenario Planning• Cluster Analysis, Data Mining

Advanced Analytics• What can be leveraged? Risk?• What’s the probability of success?• Predictive Modeling/ROI• Linkage Research

Time/Effort

Valu

e/I

mpact

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Talent Strategy Formulation, Measurement, & Management

13TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

HR/Talent Management must move from a…

Customerof information

Creator of information

to a…to a…

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Talent Strategy Formulation, Measurement, & Management

14TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

Disparate ProcessesAligning Formerly

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Talent Strategy Formulation, Measurement, & Management

15TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

Moving from Vagueness to Clarity

“In God we trust. All others bring data.”

Metrics &Reporting

Analysis/Analytics

AdvancedAnalytics

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Talent Strategy Formulation, Measurement, & Management

16TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

Leading Contributors to the ScienceJohn BoudreauMark HuselidBrian BeckerRichard BeattyLarry BossidyRam CharanSusan MohrmanDavid NortonRobert KaplanGary LovemanJim CollinsPeter CappelliWayne CasioDave UlrichNorm SmallwoodWayne Brockbank

Theresa WelbourneThomas DavenportEd Lawler IIIJack WileyPeter RamstadJac Fitz-enzBernd IrmerTony RucciRow HensonScott BrooksJeffrey PfefferMary YoungPeter DruckerEdward TufteDaniel PinkW. Edwards Deming

An Incomplete List of the…

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Talent Strategy Formulation, Measurement, & Management

17TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

Evidenced-Based Decision-Making

Today’s

Leading Companies

Opportunity

Most Companies

Decision M

aking

Leading Companies

of Tomorrow

Opportunity

“Opportunities abound to employ simple analytic methods to marginally or substantially increase profitability, especially in large businesses…” Dr. Gary Loveman, Chairman of the Board, President and CEO, Harrah’s Entertainment, Inc.

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Talent Strategy Formulation, Measurement, & Management

18TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

The Truth:What’s really

going on

I think… DecisionsActions

I think…

I think…

I think…I think…

I think…

I think…

I think…

I think…

I think…

I think…

I think… I think…

I think…

I think…

I think…

Knowledge/insight

Knowledge/Insight

What’s going on? Why? And what to do?

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Talent Strategy Formulation, Measurement, & Management

19TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

The Truth:What’s really

going on

I think…

I think…

I think…

I think…

I think…

I think…

I think…

Knowledge/Insight

I think…

DecisionsActions

We think…

What’s going on? Why? And what to do?

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Talent Strategy Formulation, Measurement, & Management

20TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

Talent Lifecycle: Setting HRIT Priorities

Total Rewards

Performance Management System

Learning Management System

Employee Survey

Succession Management

Assessment

Exit Survey

Applicant Tracking System

Onboarding

O-B Survey

HRMS

Finance System

HR

Te

ch

no

log

iesExit Process

>>>>>>>>>>>>>>>>>>>

Hi-Po

Employee

Promoted

Employee

Terminated

Employee

within the organization

>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>

Applicant…

CandidateNew hire

Tenured

Employee

Terminated

Employee

Promoted

Employee

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Talent Strategy Formulation, Measurement, & Management

21TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

Fina

nce

Most organizations (nearly all) do not extract a level of value from their HRIT investments commensurate

with the money, time, and effort devoted. Workforce Planning/Analytics helps organizations maximize the

value derived from HRIT investments (a.k.a. “data assets”). In turn, the insight generated serves as a

unique, hard-to-replicate competitive advantage as leaders are able to make more effective decisions.

Ap

plica

nt

Trackin

g

Op

era

tion

s

Pe

rform

an

ce

Ma

na

ge

me

nt

Lea

rnin

g

Surve

y

HR

MS

“Decisions are now based

on what we know not

what we ‘think’ we know.”HR Metrics

& Reportscontext

Aggregating & Analyzing DataE

xtern

al D

ata

Aggregating

Workforce

Insight

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Talent Strategy Formulation, Measurement, & Management

22TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

Optimize the Quantity & Quality

of Information

Quantity ofInformation

Value

Optimal Quantityof Information

CompetitiveAdvantage(just right)

CompetitiveDisadvantage(too little)

CompetitiveDisadvantage(too much)

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Talent Strategy Formulation, Measurement, & Management

23TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

Enablers of Operational Excellence

Workforce Intelligence Services

Workforce Analytics

•Linkage/Operational Research

•Statistical & Portfolio Analyses

•Talent Investment Optimization

Workforce Planning

•Forecasting Labor D. & Supply

•Modeling & Scenario Planning

•Talent Strategy Optimization

HR Metrics & Reporting

• Basic Reporting

• Compliance Reporting

• Dashboards & Scorecards

Workforce Management

•Payroll Alloc. & Labor Scheduling

•Modeling & Scenario Planning

•Productivity Optimization

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Talent Strategy Formulation, Measurement, & Management

24TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

Workforce Analytics vs. Workforce Planning

Workforce Analytics

• Looking at the past (turnover trends, etc.) or very recent past (survey, performance management, etc.) to uncover what leaders “should” do– relative to other possible investments–to positively affect desired business outcomes.

• Deliverable: Insight into what likely drives key performance indicators (employee engagement, retention, customer satisfaction, etc.)

• Analogous to Market Research

Workforce Planning

• Looking at past group or organizational growth rates to anticipate the future supply of labor. This is reconciled against the human resource needs required to execute business strategies (labor demand). The resulting gap informs the HR strategy.

• Deliverable: Insight into the gap for labor at a future point in time along with strategies to fill that gap (FTEs, contingent labor, etc.):

– external: who to hire and when

– internal: who to develop and when

• Analogous to Supply Chain Management

TimePresent TimePresent

© 2014 Talent Strategy Institute

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Talent Strategy Formulation, Measurement, & Management

25TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

Workforce Planning & Analytics Together

24 months Time

Quantity

of Talent

Talent Gap:

How to fill?

Internally &

Externally?

Workers Entering the Organization

Workers Exiting the Organization

> 1, growing organization

< 1, shrinking organization

12 months

Workforce Analytics can help improve

retention which, in turn, will positively

affect the internal supply of talent.

Workforce Planning helps determine

recruiting needs, development needs,

contingent/full-time/part-time mix, etc.

© 2014 Talent Strategy Institute

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Talent Strategy Formulation, Measurement, & Management

26TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

Workforce Planning and Total People Spend

Long Term Cost

Co

mp

eti

tive

Ad

van

tag

e

Time HorizonShort Long

Low

High

Low High

Full-Time EmployeesConsultants

Contractors/Temps Outsourcers

$$

$ $

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Talent Strategy Formulation, Measurement, & Management

27TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

Workforce Planning Process

Current

HeadcountAttrition Talent Demand Talent Gap

Internal

Development

Strategy

External

Recruiting

Strategy

Organization

Design/

Restructuring

External

Help

100 -20 110 -30 ? ? ? ?

(a) Internal Supply:

Who do we have now?

What are the critical roles?

What are the critical skills?

Where are they?

What are their intentions?

From where are they

coming?

(c) Forecasted Internal

Supply

(b) Talent Demand: What

will we need?(e) Gap Analysis:

(Δb + Δd = c)

How big is the gap?

What can/should be done to

fill it?

Development strategies

Recruiting strategies

Current State

Assessment

Future State

Visioning

Strategy

Formulation

Execute and

Adjust

(d) Forecasted External

Supply

(f) Take Action & Adjust:

Implement

Development strategies

Recruiting strategies

Workforce Plan

© 2014 Talent Strategy Institute

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Talent Strategy Formulation, Measurement, & Management

28TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

External View

Internal ViewBusiness Strategy

& Budget

Recruiting

Strategy

Forecast Applicant

Pool

Development

Strategy

Forecast Internal

Supply

Talent Capacity &

Labor Modeling

Business & Financial PlanningTalent Planning

Org. Design,

Contingent Labor,

FT-PT Mix, etc.

Gap

© 2014 Talent Strategy Institute

Workforce Planning Model

Attributes of

Successful

Employees

Assessment

Strategy

Audit Internal

Supply

Audit Labor Pools

Talent Demand(Quantity of Capability)

See the TAD Framework that follows

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Talent Strategy Formulation, Measurement, & Management

29TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

The Power of Story

We are growing throughout the United States, thus to execute our business strategy we need 240 new Engineering Managers to come on board over the next 12 months. The need is greater during the first half of the year thus we need 63% (150) in role within 6 months – or 25 Managers per month. Over the next 3 months we’ll have 84 promotion-ready supervisors, thus 14 of the 25 per month will likely come from within. Also, 100 more supervisors will be promotion-ready during the second half of the year. This is a shortfall of 56 Managers by year-end. The shortfall is even greater because not all promotion-ready supervisors will be able to relocate to the job location. Also, turnover has to be considered, although it’s only 5% for high potentials compared to 16% for job family overall. We thus estimate we’ll need to source 70 to 110 Managers externally. This number will become more refined as we proceed through the year.

To meet our demand, we’re able to promote such a high number of supervisors due to the high quality of our selection and development processes. It is much more cost effective to higher engineers and supervisors than managers, thus we anticipate a cost savings of $100K for each internal promotion. Compared to historical hiring rates, retention rates, recruiting costs, and productivity calculations, we estimate that we’ll be promoting 40 more candidates internally than would have been the case two years ago. This represents a savings of roughly $4M. In addition, employee engagement is up 12 percentage points from 2009, in large part because there’s confidence in the organization and its ability to deliver career development opportunities.

Engineering

Managers Current

Headcount

Expected

Attrition

over 12

months

Talent Demand

over 12 monthsTalent Gap

Internal

Promotion

Goal

External

Recruiting

Goal

Organization

Design/

Restructuring

External

Help

850 -90 1000 -240 150 90 no Δ none

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March 5th, 2014 30© 2004-2014 Al Adamsen and The Talent Strategy InstituteTalent Strategy Institute TSI

KnowledgeAdvisors 2014 Analytics SymposiumTalent Strategy Formulation, Measurement, & Management

New Role/Job Description

Internal Candidates

External Candidates

Assessing & developing both internal & external talent through the same lens

The Talent Assessment & Development (TAD) Framework

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Talent Strategy Formulation, Measurement, & Management

31TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

Leadership

HR & Talent Management

Leaders, Managers,

& the Workforce

External

Customers

Internal

Operations

Financial

Outcomes

© 2014 Talent Strategy Institute

Talent Mgmt. Activities Workforce Attributes Balanced Scorecard

Analytics Framework: The HR Linkage ModelTM

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Talent Strategy Formulation, Measurement, & Management

32TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

© 2014 Talent Strategy Institute

Talent Mgmt. Activities Workforce Attributes Balanced Scorecard

Increase

ProfitabilityTraffic

Merchandising

Team

Performance

Associate

Engagement

Leader

Effectiveness

Training

Recruiting

Total

Rewards

Communi-

cations

Performance

Management

Team

Chemistry

Decision

Support

Customer

Satisfaction

In-store

resources

Brand

Equity

Employment

Brand

Store

Cleanliness

Sales

Onboarding

Social

Responsibility

Candidate

Assessment

Analytics Framework: The HR Linkage ModelTM

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Talent Strategy Formulation, Measurement, & Management

33TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

The Power of Story

Associate

Engagement

Customer

SatisfactionSalesOnboarding

$1M 3pt. 2.5pt. 6%**

A $1M annual investment in onboarding programs decreased 1st year terminations by 30% and was credited with being a key driver of increasing employee engagement* at all levels (credited with ¼ (3) of the 12 percentage point increase). This increase drove 33% of the increase in customer satisfaction (2.5 of the 7.5 percentage point increase). This, in turn, explained 6% of the sales increase. At a $1B company growing at 10% per year this means that $6M of the additional $100M in revenue can be traced back to improvements in onboarding and employee engagement.

* Percent favorable; determined through analyzing an employee survey

** 6% of the sales increase is explained by customer satisfaction relating to the employee experience

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Talent Strategy Formulation, Measurement, & Management

34TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

New Data/ Information

The Probability of a Related Event

The Prior Probability of an Event (%) Apply Bayes’Theorem

Posterior Probability

Bayes’ TheoremWhat’s the likelihood Joe will be promotion-ready in 12 months?

The Likelihood of an Event Now given all available Data/Information (%)

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Talent Strategy Formulation, Measurement, & Management

35TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

ActionCreating Knowledge

Data Staging/

Aggregation

Analysis/

Reporting

Packaging/

Story Telling

Communication/

Facilitation

Action/

Positive Change

Systems/

Data

Analytics/

Insight

Do Actions Reflect Data-Driven Insight?

Bridging the Gap

between Knowledge

and Action

© 2014 Talent Strategy Institute

The Data-to-ChangeTM Process:

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Talent Strategy Formulation, Measurement, & Management

36TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

WP&A: Three Work-streams

What we want & when we want it…

Staging Data and Performing the

Analytics…

Understanding & Making

Decisions…Strategic

Operational

Technical

How the deliverable will be

created…

Packaging & Communicating…

Go

vern

an

ce

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Talent Strategy Formulation, Measurement, & Management

37TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

Data Staging/

Aggregation

Analysis/

Reporting

Packaging/

Story Telling

Communication/

Facilitation

Action/

Positive Change

Analytics/

Insight

Do Actions Reflect Data-Driven Insight?

© 2014 Talent Strategy Institute

The Data-to-ChangeTM Process:

STRATEGIC

TECHNOLOGICAL

OPERATIONAL

Governance

Systems/

Data

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38TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

Planning

& Analytics

IT

Exec’s Ops

Finance

Facilities

Legal

Strategy

Comms

Bringing Key Stakeholders Together

© 2014 Talent Strategy Institute

Talent

Committee

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Talent Strategy Formulation, Measurement, & Management

39TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

LeaderWorkforce Insight

HR Metrics &

Reporting

Employee

Surveys

Workforce

Analytics

• Cluster Analysis

• Linkage Research

• Cost of Turnover

• Return on Investment

• Onboarding

• Engagement

• Retention

• Culture

• 360-degree

• Exit

• Recurring Reports

• Scorecards

• Ad hoc Reports

Skills:

• Technology savvy

• Process orientation

• Metrics/Analysis capability

Skills:

• I/O Psychology/OD education

• Communications/Collaboration

• Project Management

Skills:

• Analytics education & experience

• Savvy with analytic technologies

• Business economics understanding

Skills:

• Leadership and learning skills

• Packaging & Story-telling: Communications

• Influencing and affecting change

Workforce

Planning

• Supply Forecasting

• Demand Forecasting

• Gap Analysis

• Scenario Planning

Workforce Insight: Sample Group Structure

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Talent Strategy Formulation, Measurement, & Management

40TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

AA

Existing Models for WP&ALarge Box Retailer(s),

Energy Companies

Electronics Retailer,

Beverage Company

Small Box Retailer,

Retail Bank(s)

Ad Hoc/One-Time

Advanced Analytics

Ongoing, Recurring

Advanced Analytics

Ongoing, Recurring

Analytics & Advanced

Analytics

In-House Outsourced In-House Outsourced In-House Outsourced

Nearly all data is staged and analyzed

in-house. Only some advanced

analytics are done by vendors, usually

due to a lack of internal capacity, not

capability.

Some data is staged and analyzed in-

house, and some data is staged and

analyzed by a vendor, usually for

advanced analytics. All other analyses

are done in-house.

Most data is staged and analyzed by a

vendor, although some analytical

capability exists internally. In this

model the focus is almost exclusively

on change, not insight generation.

Analytics Capability

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Talent Strategy Formulation, Measurement, & Management

41TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

Tools for

WP&Aand

Reporting

Statistical Tools:

SAS, SPSS, etc.

HRIS:

Oracle,

PeopleSoft, SAP,

Lawson, etc.

Tools of the Trade

Spreadsheets, Simple

Database Applications:

Excel, Access, etc.

Business Intelligence :

Business Objects,

Cognos, Hyperion, MS

Analytics Services, etc.

Data Visualization:

Advizor, Corda, Actuate, DSPanel, Spotire, Crystal,

QlikView, Tableau, Xcelsius, etc.

WP&A Specific:

KnowledgeAdvisors,

Aquire, eThority, OptTek,

Vemo, OrcaEyes, Visier,

Infohrm/SFSF, etc.

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Talent Strategy Formulation, Measurement, & Management

42TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

BI Data MgtCoE

Phase 3

Launch

Phase 2

Launch

Strategic

Decision-

Making

BI and Data

Management

Center of

Expertise

(CoE)

RELEASE 3RELEASE 2

Iterative Release Cycles Using Agile Development Principles

QTR 1 QTR 2 QTR 3 QTR 4 QTR 5 QTR 6 QTR 7 QTR 8

RELEASE 1

Scale leading

practices

Integrate into Decision-Making

Processes namely Strategy,

Operations, & Budgeting

Phase 1

Launch

Build Research Agenda and the Capability &

Capacity to Pilot Analytical Projects & Create

Supporting Metrics/Reports

Build Analytics foundational

infrastructure, environments,

processes, capabilities, monitoring

and compliance

Expand

Capability &

Capacity

Rapid

Evolving

Span of

Analytics

Concept

Solution &

Data

Model

Educate

Executives

& Partners

RELEASE 1 RELEASE 2 RELEASE 3

Integrate into

Strategic Planning

Integrate into

ongoing

Decision-

Making

Create CoE

approach & apply

to all analytics

Accelerate

speed of doing

analytics

Improve

scalability,

reliability, lower

cost to maintain

Cost of

changes and

O&M should

decline

Strategic

The Workforce Intelligence RoadmapThe Workforce Intelligence Roadmap

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Talent Strategy Formulation, Measurement, & Management

43TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

BetterPerformance*

BetterDecisions

Reduced

Anxiety

IncreasedConfidence

BetterInsight

IncreasedControl

BetterProcesses

BetterTechnologies

BetterData

* individual, team, and organizational

The Value Proposition: Revisited

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Talent Strategy Formulation, Measurement, & Management

44TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

What we did. We answered…

• Who formulates talent strategy and how do they do it?

• How best to measure and manage talent strategy over time?

• What’s going to help make sound strategic decisions?

– the deliverables, experiences, feelings, etc.

• What are the underlying processes?

– Data-to-Change

– Reporting, Analytics, Planning, & Prediction (Big Data in HR)

– Strategic, Operational, and Technological Workstreams

– Governance

• What models/frameworks will prove helpful?

• How are we going to advance our journey?

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Talent Strategy Formulation, Measurement, & Management

45TSITalent Strategy Institute © 2004-2014 Al Adamsen and The Talent Strategy InstituteMarch 5th, 2014

KnowledgeAdvisors 2014 Analytics Symposium

Presented by Al AdamsenTalent Strategy Institute

[email protected]

415-652-2745

LinkedIn: Al Adamsen

Twitter: @aladamsen

Thank you! To makin’ great things happen!

TSITalent Strategy Institute

Formulating, Measuring, & Managing Talent Strategy:The Role of Workforce Planning, Analytics, & the TAD Framework

March 5th, 2014