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Competing on Talent AnalyticsJeremy ShapiroExecutive Director, Talent AnalyticsMorgan Stanley
Our Agenda
What’s driving this wave of analytics?
Three stories about talent analytics
One way to think about analytics
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What’s driving this wave of analytics?
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3.74 trillion dollars invested in sustainability.
That’s 10% of the world’s investments. (source: US SIF)
What is the 6th “Capital”? (Integrated Reporting)
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Financial Manufactured
IntellectualNaturalSocial
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We’re catching on…Talent Matters to Performance
SOURCE: Bassi, et al., Good Company: Business Success in the Worthiness Era (Berrett-Koehler, 2011).
Each bar represents a pair of companies in the same industry with Good Company score differences of 3 points or more. The bar represents the stock performance of the company with the higher Good Company score, minus the stock performance of the company with the lower score.
We’re catching on…Talent Matters to Performance
72012 Towers Watson Global Workforce Study
LAFF - UK“A company won’t excel if its employees are disengaged and uncommitted, no matter how its directors are paid. More fundamentally, the ever expanding science of human behaviour shows that financial incentives have a limited role to play in getting the best out of people. A new approach is needed.”
- LAPFF Chair Ian Greenwood
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55 UK public sector pensions £250 BN in UK assets
What kind of metrics are we talking about?
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• Turnover• Training & Education• Employee Engagement• Talent Management• Health, Safety & Unionization• Gender equality
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Three stories about talent analytics
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Score of "4" Score of "5"
50%
100%
Employees who rated their manager a “5” were twice as likely to go beyond the call of duty at work.
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Manager rating (1 – 5)
Linking employee sentiment to sales
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One way to think about analytics
Applying Talent Analytics
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Human Capital Facts
Analytical HR
HC Investment Analysis
Talent Value Model
Talent Supply Chain
Workforce Forecasts
How should my workforce needs adapt to changes in the business environment?
Why do employees choose to stay with or leave my company?
Which actions have the greatest impact on my business?
What are key indicators of my organization’s
overall health?
Data in Order
Key Targets/Segments
Differentiated Action
Institutional Action
Real
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Time Optimization
Predictive Action
Which units, departments or
individuals need attention?
How do I know when to staff up or cut back?
Copyright © 2013 Jeanne Harris, Thomas H. Davenport, and Jeremy Shapiro. All Rights Reserved.
DELTA Model Organization Talent Analytics
Data• Right HR Metrics• Augment existing with new
Smile frequency among customer—facing staff
Enterprise• Broad access to employee data• Important statistical relationship between
employee satisfaction and company performance
Quarterly employee engagement surveys
Leadership• Belief that human-capital insights should be
used to solve business problems
Manager adoption crucial – analytics in company language
Targets• Based on priority talent challenges combined
with business priorities
Initial priority – hire the right people. Shifted to gaining insight into employee attrition over a two year period
Analysts• Combination HR and statistical analysis
expertise
Established HR analytics groups to gain deeper insights into people practices
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The DELTA Model and Talent Analytics
Copyright © 2013 Jeanne Harris, Thomas H. Davenport, and Jeremy Shapiro. All Rights Reserved.
Learn Wisely – Mistakes to Avoid
1. Treating people like interchangeable widgets
2. Waiting for 100% accurate data
3. Ignoring factors that can’t easily be translated into measures
4. Working in silos – getting cross functional help
5. Failure to monitor organizational priorities; creating irrelevant analyses
19Copyright © 2013 Jeanne Harris, Thomas H. Davenport, and Jeremy Shapiro. All Rights Reserved.
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In sum…
What you do in talent analytics matters… a lot
