Page 1
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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Talent Strategy Formulation, Measurement, & Management
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?
Page 45
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