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NEXT GENERATION ANALYTICS

MOVING FROM DATA CHAOS TO

decisivedata.net | info@decisivedata.net

Seattle | Redmond | Southern California

Dan Stachofsky, Sr. Manager

@dstach @decisivedata

“Just 15% of business leaders have changed a decision in the past year as a result of HR data.” - Corporate Executive Board

Most leaders are still going with their gut.

Decisive Data 2014 http://www.executiveboard.com/exbd/human-resources/corporate-leadership-council/talent-analytics/index.page

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Are You Ready to “Datafy” HR?

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Confidential Decisive Data 2014

Leading brands are going with analytics.

Mantra: “All people decisions at Google are based on data and analytics. Our goal is to bring the same level of rigor to people-decisions that we do to engineering decisions.” - Google People Operations

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Why are Leading Brands Shifting to an Analytics Culture in HR?

Talent

Acquisition &

Retention

Workforce

Productivity

Innovation

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• Access to data silos • Lack of coherent, holistic data strategy • Lack of self-service tools • HR is seen as cost center, not strategic partner • No BI in place

What are your biggest barriers to Next Gen HR Analytics?

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Big Data is changing other functions, it’s now HR’s turn

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Quantity of Data

Availability of Data

Velocity of Data

Reactive Answers

Pattern Recognition

Predictions Recommended

Actions

HR Needs a Better Way

• Chaotic, reactive • Unreliable information • Point in time metrics • Hard to consume data • Lag time to see issues • Silos of data everywhere • Restrictive reporting tools

Automated Actions

• Controlled, automated • Trusted data • Predictive analytics • Intuitive visualizations • Proactive notifications • Integrated, accessible data • Flexible, scalable tools

Typical HR Data Culture Ideal HR Data Culture

The progressive stages of HR data culture.

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“When facts become so widely available and instantly accessible, each one becomes less valuable. What begins to matter more is the ability to place these facts in context and to deliver them with emotional impact.” - Daniel Pink, Bestselling Author of A Whole New Mind

Analytics Tell Stories and Drive Change.

Data fuels analytics

Transactions generate

data Analytics tell

stories

Stories drive people to change

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Headlines vs. Stories

“Turnover is at a high of 17%.”

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“Software engineers who are promoted without a salary increase of at least 15% are actually more likely to leave the company within six months than stay.” Statement based on actual research at fortune 50 software company.

VS.

What if the reporting platform you currently have could actually be a

reporting spring board to action with clear value tied to each KPI?

Confidential Decisive Data 2014

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Human Resources

Talent Management

End of Employment

Framework Support

Manage Employee Services

Staffing

Your Data is Everywhere.

Workforce Management

Sourcing Talent

Manage Recruiting

Candidate Selection

New Hire Readiness

Transfers

Expatriates

Relocation

Onboarding

M&A

Employee Wellness & Allowances Admin Payroll Admin

Benefits Admin

Comp & Recognition Admin

Promotions / Demotions

HiPo

Succession Planning

Performance Review Admin

Learning & Development

Divestitures

Termination & Exits

RIF | VSA

Termination Benefits

Tools & IT

Compliance Admin Supplier Management

Employee Data Management

Reporting & Survey Support

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Datafying HR May Look Like This

Deploy Analytics Tools o Analytics Software – desktop / online o Self-Service Portal o Custom Applications & Tools

Prepare Data o Analyze Source Data o Data Integration / Warehousing o Analytics Engine Architecture o Governed Data

Assess & Plan Data Strategy o Data Health Assessment o System / Reporting Inventory o Data Strategy Road Map

Prepare People o Analytics Training & Readiness o Change Management o Business Objective Mapping

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Empower People o Automate Actions o Develop Strategic Initiatives o Create Recommendations o Serve Business Partners o Solve Problems

8 Criteria to Measure HR Data Maturity

1) Scope To what extent does the HR org provide data analytics to all parts of the organization and all potential users

2) Sponsorship To what degree are HR leaders engaged and committed to improving analytics?

3) Funding How successful are HR teams at securing HR-funding for analytics?

4) Value How effectively does HR analytics meet business needs and impact C-level decision making?

5) Architecture How advanced is the HR BI architecture, and to what degree do groups adhere to architectural standards?

6) Data Governance To what degree does the data provided by the HR BI environment meet business requirements? Are business rules consistent for all users?

8) Delivery How effective are individual users at conducting self-service data discovery to identify solutions and communicate valuable findings in consumable formats?

7) Development How effective is the HR BI team’s approach to managing projects and developing solutions?

Score each 1-5

(5 being most developed)

HR Data Maturity Matrix

Scope

Sponsorship

Funding

Value

Architecture

Data Governance

Delivery

Development

Maturity

Category 1 2 3 4 5

Individual Department Division Enterprise Inter-Enterprise

Non-existent or

uncommitted

Somewhat committed &

accountable

Very committed &

accountable

None Departmental budget Corporate IT budget HR Division budget Corporate HR budget

Cost Center Tactical Mission critical,

Corp Partner Engaged

Strategic, Impacting

Finance / Sales Decisions

Competitive

Differentiator

Desktops Siloed data marts Integrated DWs by

Division

Central HR DW,

Cross-org integration

BI for masses via

Advanced Analytics

Adhoc, individually

owned

Documented approach

shared between teams

Managed, trustworthy,

taxonomy and business

rules

Meta-data driven,

centrally owned and

managed

Non-standardized

approach

Somewhat Standardized

processes

Fully standardized

processes

Point in time metrics Trend analysis Predictive analysis Proactive analysis and

Business case assessment Automated processes

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3 Takeaways

Plan

Assess your current status.

Identify who you need to

support with your analytics

Determine gaps

Build a BI strategy to deliver actionable analytics to meet their needs

Decide

Select which category(ies) you want to improve

Build or Buy

Purpose to always deliver actionable data with value

Act

Move HR analytics to HR and out of the IT organization

Hire or contract a Data Scientist and Business

Analyst to accelerate your value

Proactively begin providing your corporate partners with

HR data to support their visions and objectives

Decisive Data 2014

The value of good data isn't in the system or tool it lives in, it's in the

power it gives to the individual to better themselves and their organization

Confidential Decisive Data 2014

Thank you