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Webinar: HR Moneyball: The FOT Bootstrapper Guide To Getting Started With Big Data

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Featured webinar on HR and Big Data, sponsored by ThoughtSpot.

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Page 1: Webinar: HR Moneyball: The FOT Bootstrapper Guide To Getting Started With Big Data
Page 2: Webinar: HR Moneyball: The FOT Bootstrapper Guide To Getting Started With Big Data

How to Participate Today

• Open and close your Panel

• View, Select, and Test your audio

• Submit text questions and join in the conversation in the chat box

• Follow on the back channel via Twitter using the hashtag #ThoughtSpot

• Q&A addressed at the end of today’s session – please ask them in the questions box

#ThoughtSpot

Page 3: Webinar: HR Moneyball: The FOT Bootstrapper Guide To Getting Started With Big Data

Presenter Info• Kris Dunn• CHRO at Kinetix (RPO, Recruiting)• Founder of Fistful of Talent , The HR

Capitalist • Hoops Junkie

• Steve Boese• Co-Chair HR Technology Conference • HR Exec Magazine Technology Editor• Host of HR Happy Hour Show and

Podcast• BBQ Aficionado

#ThoughtSpot

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Page 6: Webinar: HR Moneyball: The FOT Bootstrapper Guide To Getting Started With Big Data
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Tell Us ThoughtSpot Doesn’t Get HR/Talent – We Double Dare You!!

• Know any great talent?• Get them a gig with

ThoughtSpot and you will win money. Big money.

• ThoughtSpot just announced a 20K referral bonus.

• Boom…!

Page 8: Webinar: HR Moneyball: The FOT Bootstrapper Guide To Getting Started With Big Data

1#ThoughtSpot

Page 9: Webinar: HR Moneyball: The FOT Bootstrapper Guide To Getting Started With Big Data

The World Keeps Talking About Big

Data…Why Should HR

Care?

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Big Data for HR and Talent• A complete history of employees… and

their experience, skills, work projects, education, certifications, licenses, awards, performance, compensation, benefits, attendance, work products, competencies, comments, conversations, connections…

• All of the same information for all the people that used to work for you

• All of the same information for those people who want to work for you

• All of the same information for those people that you want to recruit

• How all or some or one of those pieces of data you’ve gathered actually influence, impact, and drive business outcomes for your organization

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THINK ABOUT THIS: Here are some

possible ways BIG DATA will change your workplace• HIRING: Rich candidate profiles automatically

matched to job requirements, hiring manager preferences, team dynamics, and cultural fit elements reduce the “bad hire” syndrome.

• RETAINING: Sophisticated algorithms assess myriad data points to predict high performing talent at a high risk of loss. Systems “learn” what rewards and incentives to offer.

• COACHING: Deep insight into high performance characteristics and the likelihood of success drives decisions on feedback preference, development opportunities, and internal succession. Employees can generate dynamic career paths based on multiple factors.

• PLANNING: Workforce planning systems incorporate real-time variables like weather, traffic, social signals, and worker health and alertness to better align talent with demand.

• ALIGNING: Data informs talent strategy like never before. The impact on talent from business decisions becomes much more clear.

Page 14: Webinar: HR Moneyball: The FOT Bootstrapper Guide To Getting Started With Big Data

You’re busy, you’re under-staffed, and under-budgeted.

But that’s ok, (you saw Moneyball, right?)

• You – “I don’t have the time/resources/budget/tech expertise to keep up with everything”

• The Universe – ‘‘Waaahh’’

• Snap out of it, you can compete with the Big Boys.

• How?

• By being more aggressive, smarter, faster, willing to take chances, and thinking differently about data and tech… and what they mean.

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2#ThoughtSpot

Page 16: Webinar: HR Moneyball: The FOT Bootstrapper Guide To Getting Started With Big Data

You Have to Have Access to Data

Before You Can Do Great Things

So Let’s Talk To Someone Who Can Break It Down…

Page 17: Webinar: HR Moneyball: The FOT Bootstrapper Guide To Getting Started With Big Data

ON THE HORN: Jon Avrach

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The Search Universe

Structured

Unstructured

Fixed ArbitrarySchema

Dat

a

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The 3 Types of Data Sources You’ve Got to Get Under Control…

THOUGHTSPOT DATA SEARCH

APPLIANCE

DesktopUser Data

CLOUD CONNECTORS

UPLOAD VIA BROWSER

CloudData Sources

Data warehouses

and data marts

ETL TOOLS

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3#ThoughtSpot

Page 22: Webinar: HR Moneyball: The FOT Bootstrapper Guide To Getting Started With Big Data

Why HR and Recruiting Pros

Need to SHIFT/LEAN

FORWARD When It Comes to Using

Data…

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To Be Strategic, HR has to StopReporting and Start

Predicting• The HR Standard for reporting

has traditionally been about what has happened in the past

• Too little focus has been placed on predictive use of data

• You might not have true predictive analytics, but how comfortable are you and your team at using data to directionally predict the future and identify gaps?

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Cops Report and Enforce…Assassins Use Leverage To Get Change

• You’ve got data…• People like ThoughtSpot

give you increased visibility and access to data…

• MOMENT OF TRUTH: What are you reporting on, how do you position the data and how do you use the data to drive behavioral change in your organization?

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4#ThoughtSpot

Page 28: Webinar: HR Moneyball: The FOT Bootstrapper Guide To Getting Started With Big Data

The 5 BEST HR PLAYS For Business

Intelligence (BI) and Big Data

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#1 – Predicting Turnover

• #1 All Time post on the HR Capitalist – Turnover Calculator

• Most of us are reporting turnover, but we’re not predicting it.

• Reporting turnover is a start.

• Turnover is the biggest lever you have to getting organizational change that is friendly to talent – often from leaders that are hostile to HR and recruiting.

• Always start any data play using turnover with no less than a year’s worth of data.

Page 32: Webinar: HR Moneyball: The FOT Bootstrapper Guide To Getting Started With Big Data

3 Ways to Experiment with Turnover Prediction

1. Project Turnover for Next Month/Quarter based on annualized run rates.

2. Pick the variable(s) you think has the most juice and add it as an influencing factor (example – You think a mix of age, tenure, comp-ratios and size of last increase impact turnover. You study and implement it into your reporting.) Note that the best way to find influencing factors is to study what’s happened in the past.

3. Buy a solution that has a turnover predictor (starting to trickle into marketplace)…

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#2 – Hiring Manager Batting Average

• Have you ever had a hiring manger who:– Was awful at interviewing and making

hiring decisions, and/or;

– Couldn’t keep good talent once she onboarded it?

• You know who your best hiring managers are – in interviewing, marketing the company to candidates, making the right offer and giving them what they need once they’re part of the team…

• It only stands to reason you should be reporting on that...

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How to Calculate Hiring Manager Batting Average (HMBA)

• On HMBA – A miss is a miss…• Use the rolling stats of at least a year’s worth

of data…• Unlike raw turnover reporting, HMBA gets to

quality of interviewing, quality of match (not overshooting or undershooting) as well as micro-culture considerations on individual teams…

• THE FORMULA – <All employees hired by manager over time period still with company>/<All employees hired by manager over time period, including those who have left>

• Want to launch this piece of big data? Go back over the last 3 years of hiring data and put it together. If you want to be PC, report it out by department, then report the actual HMBAs to the department head, along with your recommendations, of course…

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#3 – Salary Cap Utilization• When it comes to managing headcount

dollars and FTEs, there are 3 universal truths:1. HR Departments report FTEs more than

they report $$$

2. Business leaders long for max autonomy. FTE reporting is the opposite of this…

3. Most people are familiar with the sports world concept of a “salary cap”.

• In moving to reporting on company and departmental “salary caps,” smart HR departments focus on flexibility and consultative solutions, which make them an “assassin” instead of a “cop.”

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How to Report Headcount Via Salary Cap Utilization

• Salary Cap (per department or by manager with large spans of control) = Budget Salary Dollars for month/year (recommend month to month breakout)

• Salary Cap Utilization = % of Salary Cap spent for month.

• Report month and chart trend. Report headcount if needed but eliminate budgeted headcount – just report actuals

• Call it the “Salary Cap”

• Makes HR consultative via flexibility with the following topics – merit increases, equity increases, offers above budgeted amount, retention of high priced talent vs. performance expected, etc.

• “Can you reinvent your department with the same cap number?”

• “You want to do something new? What are you willing to give up?”

• You want to give an average of 8% on merit increases in your department? Are you willing to lay people of to do it? Will your business run the same? What will you get back related to performance?

• Advanced Play – Turnover Factor baked in to reduce salary cap for open position “float”.

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#4 – Revenue Per Employee (RPE)• Think all the talk about a set of 20 metrics is

white noise?

• Cut to the chase and report the biggest data lever you have at your disposal – Revenue Per Employee (RPE)

• RPE seamlessly merges what’s most important to most of you – the performance and effectiveness of people – with what’s most important to the people who employ you – the financial health of the business as noted by top-line revenue.

• Use to drive attention and partnership with any autonomous business unit or product line delivering significant revenue.

• Best practice in presentation appears to the left – bar chart for revenue by quarter with line graph of total headcount.

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Ways To Use Revenue Per Employee (RPE) To Do Your HR Bidding (evil laugh)

• Is RPE going up or down in various divisions/product lines/territories? Why?

• What do you believe in from an organizational performance perspective as a HR/recruiting pro? Performance Management? Training? Tech Deployment? Better hiring? Better firing?

• What you believe in becomes your angle as an organizational consultant to the leaders of your company. “If we want RPE to go up with the same or added headcount, here’s what we need to do…”

• RPE (just like turnover, HMBA and Salary Cap utilization) is about the state of the business and what you can do to fix areas that indicate they are broken. It’s not about HR metrics.

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#5 – Health Care Claims Per Capita• It’s a touchy subject, but after fixed employee costs,

health care costs are one of the biggest line items HR departments manage – and present the most downside risk.

• Reporting Health Care Claims Per Capita (HCCPC) is easy – simply take the total $$$ in health care claims vs. your plan and divide by the number of employees.

• Break it out by Division, Geography, etc. Just make sure the breakouts represent big groups. Trend it out by month and show the trend line.

• The resulting awareness helps in two ways: 1) It gives you leverage so there are no surprises if you have to reduce the quality of the medical coverage to stay even, and 2) It helps fund (with no budget) remedial, mid-stream solutions within the plan year designed to reduce total claim $$ (examples of products in the past – Tele-Doc, etc.

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5#ThoughtSpot

Page 41: Webinar: HR Moneyball: The FOT Bootstrapper Guide To Getting Started With Big Data

HEY NOSTRADAMUS!

What’s Next Once You Have the Data

and are Broadcasting the Data?

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Step 1 - Scoreboard the Data and Make People Change

Their View of HR• The Data we’ve focused on isn’t

about HR, it’s about the business.

• You don’t win unless you’re willing to keep score and tell the world who’s winning.

• The business will respect you more in the morning if you don’t treat them equal.

• Report on winners and losers, but be quick to offer help to those who aren’t winning.

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Step 2 - Use Experiments and A/B Testing to Prove the Things You Want to Spend Money On Actually Work

• Your reporting on data sets the baseline.

• Smart talent pros with confidence understand that provides a perfect opportunity to experiment.

• Do experiments, measure the outcomes.

• Get early wins that give you more rope to experiment in the future – and get you funded.

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Step 3 – Get Strategic with Departmental Leaders by Consulting on Their Team’s

Weaknesses• The reporting you do in public

doesn’t have to include individual manager level.

• The reporting you do in private MUST include and focus on individual manager level.

• You’re looking to share the data with the leaders, prove you understand the business and gain their trust to help them fix the problems.

• Consulting 101 – Data-driven, then recommendations.

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Step 4 – Use Individual Scores to Apply Pressure Whenever It’s Needed

• Let’s face it – there’s a lot of people out there who don’t care about people

• Those people cause a lot of harm to the business and create employee relations issues everywhere they go

• Even if they get decent business results, the way they manage should show up in the way you measure the business (think turnover, HMBA, etc.)

• Sometimes you have to play Hardball instead of Moneyball – that’s what scoreboards and you developing relationships with leaders based on data are for.

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?#ThoughtSpot

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Thank you to our webcast sponsor:

www.thoughtspot.com

@thoughtspot

Win $20,000 by referring talent to ThoughtSpot! Check out the details at http://www.thoughtspot.com/referral . Have further questions? Email them

to [email protected]

Page 49: Webinar: HR Moneyball: The FOT Bootstrapper Guide To Getting Started With Big Data

Kris:[email protected]: @kris_dunnLinkedIn: www.linkedin.com/in/krisdunn

Steve:[email protected] Twitter: @SteveBoeseLinkedIn: https://www.linkedin.com/in/steveboese