© 2016 Beyond the Arc, Inc.
5 new super powers for HR professionals
Data driven HR conference 4/14/2016
5 new super powers
Special abilities that every HR professional needs:
• Predict the future
• Read minds
• Detect the truth
• Stick like glue
• Make people happy
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10 Photo credit: https://www.flickr.com/photos/xtheowl/2039729617
Make people happy
HR use case: attrition
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Business need: An HR manager has been responding to a spike in employee
attrition. In an attempt to analyze the data, the manager wants to examine
factors that might be driving attrition. While some factors appear to
influence attrition the more factors she adds to the charts, the more
complex the picture becomes.
Approach How
Gain insight into main drivers of
attrition.
Identify people most likely to
voluntarily separate based upon
historical data.
Rank order the cases from most
likely to leave, to least likely.
Generate a list of at-risk
employees and distribute to
employee’s managers.
− Use decision trees to identify
the factors that are most
predictive
− Run cluster analyses to find
hidden characteristics that
affect groups of employees
− Incorporate external data, like
commute times or
socioeconomic, and use a data
mining tool to easily analyze
multiple data sources
HR use case: forecast demand for key skills
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Approach How
Use several complementary
methods to evaluate the
relevance of certain data
elements as leading indicators
Forecast need for certain skills at
specific future points in time
Consider changing trends in job
design and organizational
structure (FT vs PT mix,
contingent labor, etc.)
− Do quick iteration through a
number of different methods to
create predictive models with
the best fit. Create ensemble
models including regression, time
series, simulation, and other
algorithms.
− With employee-level data,
Modeler can help identify who to
hire, and when. As well as who to
train/cultivate, and when.
Business need: An HR professional focused on workforce planning wants to
understand the relationships between internal factors, macroeconomic
conditions, and business needs to better forecast talent requirements for both
the near-term and long-term.
HR use case: predict top performers
(and underperformers)
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Approach How
Quantify the financial impact of
each member of the sales team
as measured by the lifetime
value of the sales they are likely
to generate
Analyze employee survey data to
assess job satisfaction to predict
which team members may leave
in any given year
Identify which factors determine
likelihood to be promoted
− Lifetime Value Analysis can
predict sales performance for
each member of the team.
Performance, staffing cost,
turnover and other HR metrics
can be integrated with sales and
financial metrics.
− Experience, educational
background, performance, and
other factors can be used in a
predictive model for promotions.
Business need: A senior sales leader wants guidance on how to connect
hiring activities with job performance. She would like to know which roles
would deliver the most value to the organization, while providing the
greatest opportunity for success and engagement for the candidate.
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Leverage data from many sources
Internal Data from across the enterprise
o Employee feedback
o HR census data
o Survey data
o Facilities data
o Financial data
Social Social media about you and your competitors
o Twitter
o Facebook
o Blogs
o Reviews
External Benchmarking and open data
o Industry data
o Open data
o Salary surveys
o Data vendors
Select the correct analytical tools to find
meaning in your data
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Predict
Propensity
Estimated value
Forecasting
Classify Profile employees
by interests
Segment Identify highly
similar employees
Associate Identify behaviors
commonly
occurring together
Sequence Track common
order of events
Solutions Problems
A diverse toolkit of analytical solutions to HR’s
key business challenges
Business challenge Analytics solution ROI measured in…
Employee acquisition Employee lookalike
targeting
Increased sales and market
share
Employee retention Propensity analysis Decreased employee
attrition
Wellness Propensity analysis More people stick with the
program, positive KPIs
Employee experience Employee journey
mapping
Increased satisfaction
Contextual
communications
Geolocation
analysis
Tailored messaging, varies
by site/location
Targeted HR
marketing
Employee
segmentation
Less clutter and
distraction, decreased
marketing costs
A tasting menu of Big Data analytics for HR
Solve the
right
problems
Capture the
most value
Put insights
into action
Define
success
metrics
Take a pragmatic approach to
implementation and measure results
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Stakeholder
engagement Quick wins
Success
metrics
Timeline &
roadmap
Key
challenges
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Begin by addressing strategy questions
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A little about us
Highlights and credentials
• Recognized by Forrester Research for our work in culture change, analytics, and CX transformation
• Featured speaker on analytics best practices, Preditctive Analytics World ‘16
• Featured speaker, BAI Retail Delivery Annual Conference 2012-2015
• Faculty Fellow, Pacific Coast Banking School, August 2012
• Featured speaker on social media data mining, American Bankers Association 2013
Recent press
• Fortune, June 2014
• Fox Business, January 2014
• Loyalty Magazine, Summer 2012
• Destination CRM, May 2012
• American Banker/Bank Technology News, Jan 2012
• BAI – Retail Banking Strategies, Jan 2012
• ABA Banking Journal, Jan 2012
• Social Business Today, Customer Experience Management @ TMC.net, and other blogs and online publications
Analytics Strategy Insights Action
Disclaimer and copyright
©2016, Beyond the Arc, Inc. All rights reserved
This document provides our commentary and analysis. The information contained
herein is of a general nature and is not intended to address the circumstances of any
particular individual or entity.
Although we endeavor to provide accurate and timely information, there can be no
guarantee that such information is accurate as of the date it is received or that it will
continue to be accurate in the future. No one should act on such information without
appropriate professional advice after a thorough examination of the particular
situation. No warranty expressed or implied.
The information provided in this presentation is not intended nor should be used as a
substitute for legal advice or other expert opinions and services in specific situations.
This material may not be distributed.
Other company, product, and service names may be trademarks or service marks of
others.
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Thank you
Steven J. Ramirez, CEO
Beyond the Arc, Inc.
Office 1.877.676.3743
Email [email protected]
Digital beyondthearc.com
@beyondthearc
Facebook.com/beyondthearc
Slideshare.net/beyondthearc
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