Big Data Analytics. A Game Changer for OD Practitioners. Michele Reeves, SAS. Technology & Tools Change & Agility Diversity & Culture

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1 Big Data Analytics A Game Changer for OD Practitioners Michele Reeves, SAS Technology & Tools Change & Agility Diversity & Culture

2 Look Who s Talking

3 I hope you learn 1. The difference between business intelligence and big data analytics 2. The four levels of big data analytics and why it is a game changer 3. A method in practice how SAS is changing the culture game by using analytics

4 SAS: Analytics Leader. Great Place to Work.

5

6 DATA SIZE Global Business Challenges VOLUME VARIETY VELOCITY VALUE TODAY THE FUTURE

7 Information Management Challenges Demand on data is increasing Complexity of data usage is growing Expansion of the user base Demand for quick response is growing

8 ANALYTIC CAPABILITY REACTIVE PROACTIVE Data Size and Analytic Competence LARGE DATA SIZE BIG DATA

9 Data Size and Analytic Competence Differentiating analytics Alerts OLAP Ad Hoc Reports Standard Reports PROACTIVE Optimization Predictive Modeling Forecasting Statistical Analysis

10 Data Size and Analytic Competence REACTIVE PROACTIVE ANALYTIC CAPABILITY How many products did we sell in region x last quarter? LARGE DATA SIZE BIG DATA

11 Data Size and Analytic Competence REACTIVE PROACTIVE ANALYTIC CAPABILITY LARGE DATA SIZE BIG DATA

12 Data Size and Analytic Competence REACTIVE PROACTIVE ANALYTIC CAPABILITY How many people visited my web site last week and abandoned their shopping cart? LARGE DATA SIZE BIG DATA

13 Data Size and Analytic Competence REACTIVE PROACTIVE ANALYTIC CAPABILITY LARGE DATA SIZE BIG DATA

14 Data Size and Analytic Competence REACTIVE PROACTIVE ANALYTIC CAPABILITY How can I best optimize the marketing campaign spend across my customer base? LARGE DATA SIZE BIG DATA

15 Data Size and Analytic Competence REACTIVE PROACTIVE ANALYTIC CAPABILITY LARGE DATA SIZE BIG DATA

16 Data Size and Analytic Competence REACTIVE PROACTIVE ANALYTIC CAPABILITY How should I price my 300m SKU/store combinations to maximize profit? LARGE DATA SIZE BIG DATA

17 Data Size and Analytic Competence REACTIVE PROACTIVE ANALYTIC CAPABILITY LARGE DATA SIZE BIG DATA

18 Data Size and Analytic Competence REACTIVE PROACTIVE ANALYTIC CAPABILITY LARGE DATA SIZE BIG DATA

19 Why are companies turning to analytics? HSBC GE Healthcare Staples

20 Why is Workforce Analytics Important to OD? OD Practitioners leverage data to Make deeper connections to high impact variables Teach critical thinking to a business Bring insight and expertise to the table Build a business case for sustainable change Connect the dots between culture and data = Add value to the business!

21 Persistent OD Issues Demographics Aging population Skill gap War for talent Leadership development Strategic Talent Management

22 SAS Workforce Analytics The approach: The employee life cycle Data Collection & Integration Analyze Plan / Forecast Optimize

23 Analytics Maturity Levels Optimize Predictive Analytics Plan Gap analysis Correlation Visual Analytics Level 4 Predictive models, risk analysis, strategic plans Level 3: Root cause analysis, proactive, actionable solutions Level 1 Operational reporting, reactive, focus on data Level 2 : Dashboards, benchmarking/ Advanced Reporting, Proactive Data Collect & Integrate Operational Reporting Headcount Demographics Analyze Salary analysis Performance analysis Turnover analysis Employee category distribution Source: Bersin by Deloitte Talent Analytics Maturity Model and David Almeda, Chief People Officer, Kronos HR Analytics 4-Step Approach

24 SAS HR INTEGRATED VISUAL DISPLAY

25 Predictive Analytics DETERMINES RISK OF VOLUNTARY TURNOVER

26 Forecasting and planning SUCCESSION PLANNING: BUILDING BENCH STRENGTH Director, Global Sales, EMEA Succession Plan Director, Global Sales, US Director, Global Sales, AP Director, Global Sales, CAN/LA

27 Forecasting & Planning UNDERSTANDING WORKFORCE NEEDS

28 Example WORKFORCE OPTIMIZATION

29 New Sales Hire IMPACT TO SALES TARGETS

30 New Sales Hires Example DRILLING DOWN INTO THE DETAILS

31 SAS Global Employee Survey Finding ways to improve

32 SAS LEADERSHIP BEHAVIORS LEADERSHIP BEHAVIORS Top 10 Behaviors I treat others with dignity and respect. I follow through on the promises and commitments I make. I develop cooperative relationships with people I work with. I set a personal example of what I expect of others. I actively listen to diverse points of view. I give people a great deal of freedom and choice in deciding how to do their work. Leadership Challenge Practices Enable Others to Act Model the Way Enable Others to Act Model the Way Enable Others to Act Enable Others to Act I praise people for a job well done. I support the decisions that people make on their own. I give team members lots of appreciation and support for their contributions. Encourage the Heart Enable Others to Act Encourage the Heart I spend time and energy ensuring the people I work with adhere to the principles and standards we have agreed on. Enable Others to Act

33 The Results GREAT PLACE TO WORK TRUST INDEX SURVEY SAS Best 2014 Credibility Respect Fairness Pride Camaraderie This is a GPTW 96 91

34 SAS Survey CUSTOMER SATISFACTION SURVEY

35 The Results CONTINUOUS REVENUE GROWTH FOR 37 YEARS 2013 PERFORMANCE

36 Workforce Analytics Breaking through the barriers BARRIERS 1. Data 2. Technology 3. Lack of skill 4. Lack of analytical culture BEST PRACTICE 1. Integrate accurate data 2. Create self-service dashboards for leaders 3. Build/hire the skills 4. Go beyond numbers must tell the story to understand business implications

37 Above All Else, Remember: Data is Human Simplify: Less is more Speed: Big data is better when it s fast Share: Insights on the human face of data Show: Opportunities instead of threats Story: Tell it so others can re-tell it again and again

38

39 Please Complete a Survey Before You leave! Your feedback is greatly appreciated. Thank You!

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