4 barriers to creating predictive talent analytics and how to overcome them

Martin Sutherland Email [email protected] website www.peopletreegroup.com

Predictive Analytics

Making decisions that increase the

probability of success and maximize

the value of your talent

Analytics vs Reporting

Thomas H Davenport – Competing on Analytics

What are we trying to do?

Brett Mulder Email [email protected] website www.peopletreegroup.com

Determine the fit between

talent and context

•  Improve Hiring

•  Predict Performance

•  Increase Engagement

•  Accelerate Learning

•  Identify Leaders

•  Connect Teams

•  Improve Mobility

The View from the Top

Who’s got talent?


What Does It All Depend On?


Analytics is not possible without data. Most HR data is incomplete, inaccurate and not current. The

ability to create a high quality data platform is the foundation of any analytics initiative.

The rest of this presentation identifies the 4 problems that make it so difficult to create a strong

data platform and the 4 principles that can be used to improve the quality of the data you have to

work with.

If it’s so simple, why is it so difficult?


The Big 4 Constraints

A process that works for one

person, becomes unmanageable

and redundant for many different

people

Scalability




A process that works for one

person, becomes unmanageable

and redundant for many different

people

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Scalability

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Speed (Promised) Speed (Delivered)

The complexity of the technology, the length of the procurement process and the

need for significant customization leads to long delays before any value is perceived



Sustainability


There is little or no reward

for the employee to

provide, and maintain, the

data that HR needs?


Cost (to buy it)


Cost (to make it work)


The cost is a consequence of processes that don’t scale, complexity that delays

implementation and lack of sustainability which reduces RoI

The Traditional Data Collection Process

The Impact

Data is not current

Data is not complete

Data is not accurate

Zero value for data provider

The Problems

Too complex

Too expensive

Too administrative

Too difficult to scale


The New Data Collection Process

The Effect

Users Engage

More Data=More Value

Data Quality Improves

Large Data Sets To Analyze

The Solutions

Make it Useful

Make it Simple

Make it Cheap

Make it Scalable


Principle 1 : Tap Into The Power of Self-Direction

Trying to identify, control and manage the actions and

desires of each person is impossible Brett Mulder Email [email protected] website www.peopletreegroup.com

Everyone crossing this busy

intersection takes their own

decisions. They know when to

step off the curb, which direction

to move in, how to avoid bumping

into each other.

It’s impossible to centrally control

each person’s actions, but by

giving people the tools to manage

their talent by themselves, you

can help each person in your

organization find their own path.

Principle 2 : Provide Simple, Intuitive Cross Platform Technology

Make it accessible, engaging and adaptive


Technology has become easier to

use and more ubiquitous making

access to online tools increasingly

available to employees at all

levels.

Providing an engaging user

experience means adopting a

“consumer-focused” mindset to

application design, rather than the

traditional enterprise approach

that is designed for HR.

Principle 3 : Constantly Create Value For The User

Personalize, Contextualize, Prioritize and Customize Brett Mulder

Email [email protected] website www.peopletreegroup.com

Provide a self-directed

career management

tool to everyone in the

company that helps

them answer 3

questions:

1.  What are my

strengths?

2.  What strengths do I

need to be

successful?

3.  How can I develop

new strengths?

Providing effective

career management is

consistently one of the

top 3 priorities for

employee

engagement.

Principle 4 : Mine Data To Create Value For The Company

Create the ability to ask any question, anytime and

interrogate any data set in real-time


When your employees constantly engage with an application because it provides value to

them, they are continually providing data that can be used to identify their strengths, their

interests and ambitions and their development needs.

Case Study 1

What makes the difference?

Identifying the differentiating characteristics of high performing

sales people in NWJ

Jewelry Retailer – 60 stores

Case Study 1

To identify the differentiating characteristics, the difference between the average strength scores, as identified by feedback from others, were used. The 4 characteristics with the most significant difference are: •  The Inspirational Cheerleader •  The Calming Presence •  The Considerate Carer •  The Energetic Driver

The difference in Average sales revenue above target between high and low performers is R702,832/year.


Case Study 1

The identification of the four differentiating characteristics of high performing sales people means that these characteristics can be used to: 1.  Hire people with a greater probability of success.

2.  Allocate training resources to develop high performing attributes.

3.  Improve performance by helping managers diagnose the reasons for poor performance.

4.  Promote these behaviors through incentives and recognition.


Case Study 2

This site was built for Pioneer Foods in the 20 minutes it took to do the presentation. The site was customised with Pioneer’s corporate identity, Pioneer values were added to the site so that people could compare themselves to the values, identify development needs and access personal development plans. The point of the demonstration was to prove that the 4 barriers to implementation (scalability, sustainability, speed and cost) can be overcome if a new mindset is used that is consumer-focused and agile.

Challenge: Could we build a self-directed career management tool for a company

in the 20 minutes it took to do this presentation?

Get people to endorse your strengths

Compare your strengths to various

career challenges and situations

Get access to a customized personal

development plan to improve

Communicate your strengths to others

Identify your own strengths and compare

them to how others see you

The Message In A Nutshell

Create a reason for 90% of the people in your company to tell you more about themselves,

Give them a reason to keep giving you that information,

Mine that information for insight,

Use that insight to solve your talent challenges

THE NUMBER ONE METRIC

Your ability to create talent analytics, at scale, in real-time.


4 barriers to creating predictive talent analytics and how to overcome them

Leadership & Management

scalability data point

hr data

different people data

strong data platform

high quality data platform

brett mulder email

martin sutherland email

constraints speed