Strategy and Measurement; talent data and analytics Paul Turner

Transcription

1 Strategy and Measurement; talent data and analytics Paul Turner

2 Text Professor Paul Turner Paul Turner has held professorial positions at Universities in Birmingham, Cambridge and Nottingham, where he was the UK s first Executive in Residence. His previous roles include President (EMEA) Convergys, Group HR Business Director LTSB, Vice President of the CIPD, a Director of BT and General Manager for Plessey in Europe and Asia Pacific. Paul has spoken at conferences around the world; was a judge on the Middle East, European HR Excellence and the CIPD People Management Awards; and is the author or co- author of Meaning at Work- Employee Engagement in Europe (2012),Talent Management in Europe (2012), Workforce Planning (2010), The Admirable Company (2008), Talent (2007), Organisational Communication (2003) and HR Forecasting and Planning (2002). Paul s new book, written with Danny Kalman is called Make your people before you make your products and will be published by Wiley in Autumn, 2014

3 How can we monitor our progress and measure our success in our talent management initiatives?

4 Measuring our success Process Advantages -difference in the cost of talent management against cost of recruitment -better tracking of organisational talent to fill critical roles -better alignment of individual resource allocation against organisational objectives and KPI s -segmentation into talent pools for more efficient management -allows talent management to be measured "more granularly" Internal Benefits- Tangible -availability of talent to deliver business strategy -increase success in projects -improvements in productivity -Return on Investment in Talent -availability of talent to deliver business strategy -improvement of retention rates -lower turnover at senior levels of management -increased employee satisfaction -increased diversity of leadership group Internal benefits- Intangible - facilitates a focus on strategic capabilities and strategic jobs as the focal point of workforce management -facilitates the answer to the question; What are the key strategic positions in our organization, and how should they be managed? -better succession management to senior positions -increased creativity and innovation to solve organisational challenges External Benefits -improved patient care -Improved external stakeholder relations -improved corporate reputation

5 DI³ Data Information Intelligence Insight

6 DI³ Data Information Intelligence Insight Information Insight Number of employees By grade and location Data Analysis of labour turnover Numbers in the succession plan and talent pool Why turnover is so high/low Benchmarked pay and reward Intelligence How the workforce plan can contribute to achievement of competitive advantage through people Step 1 From data To information

7 What can organisations do to make sure they have good workforce information?

8 Source CIPD 2010

9 DI³ Data Information Intelligence Insight Information Insight Number of employees By grade and location Data Analysis of labour turnover Numbers in the succession plan and talent pool Why turnover is so high/low Benchmarked pay and reward Intelligence How the workforce plan can contribute to achievement of competitive advantage through people Step 2 From information to intelligence

10 What can organisations do to make sure they convert information to intelligence?

11 Workforce Planning Acquisition & Movement Workforce Performance Demographics & Diversity Learning & Development Retention Business Insights 1. Resource Needs (Current & Forecasted) 2. Workforce Related Actions 1. Effectiveness of Recruiting Efforts 2. Workforce Migration 1. Effective Use of Top Performers 2. Impact to Retention 3. Effective Management Structure 1. Effectiveness of Diversity Programs 2. Early Identification of Gaps in Diversity 1. Effectiveness of Development Programs 2. Alignment of Progression to Development 1. Turnover Issues 2. Loss of Development Investments Source; Jonathan Ferrar, IBM, Human Asset 2011, Budapest

12 DI³ Data Information Intelligence Insight Information Insight Number of employees By grade and location Data Analysis of labour turnover Numbers in the succession plan and talent pool Why turnover is so high/low Benchmarked pay and reward Intelligence How the workforce plan can contribute to achievement of competitive advantage through people Step 3 From intelligence to insight

13 CIPD(2010) definition of Insight What are our organisational and people strengths? Context Insight Organisational Insight What is the context within which our business is operating and how does this affect our people strategy? What is the nature of our company s competitive advantage? What is the role of our people in delivering this? Business Insight

14 DI³ Data. Information. Intelligence. Insight Insight How do our people contribute to competitive advantage? What does the strategic workforce plan tell us about current and future make up of the workforce? How can we ensure that the workforce is aligned with today s and tomorrow s business strategy? Data Quantitative Information about the workforce- Numbers employed and where; Grades, Demographics. DI³ Intelligence Internal- Workforce knowledge and skills fit with business strategy Cultural fit Change management External- demographic trends Predictive modelling Information Internal-turnover, absence data, demographics, working patterns, succession planning, talent planning, competence levels achieved, skills External- labour markets

15 Group Exercise- Data Information Intelligence Insight What information do you have in your NHS unit under the headings below? What more information do we need to allow us greater effectiveness in talent management? How can we get this information? Data- People Statistics Collecting data Analysis of core HR activity Information-HR Planning Linking human capital investment to business results Operational planning- skill based routing etc. HR Forecasting Gap analysis Intelligence-HR Analytics Human Capital Analytics Predictive modelling ROI and performance profiling Strategic Talent Insights

16 Data-People Statistics- core HR activity; employee numbers etc. 500 employees; 50 leavers pa Group Exercise- Data Information Intelligence Insight What information do you have in your NHS unit under the headings below? What more information do we need to allow us greater effectiveness in talent management? How can we get this information? Information-HR Planning- workforce planning; skills planning; skills gap analysis. succession planning 10% turnover-caused by limited career opportunities for grade X (as a result of EAS intelligence and PM reviews) Intelligence-HR Analytics- forecasting or predicting future talent needs; configurations of teams etc. Our mentoring programmes in Department Y have reduced turnover in grade X by 50% Strategic talent Insightsto deliver a more effective business unit ; context, organisation, business?

17 Group Exercise- Data Information Intelligence Insight What more information do we need ; how can we get this information? Then how can we use it? Group Feedback and Discussion Data- People Statistics Collecting data Analysis of core HR activity Information-HR Planning Linking human capital investment to business results Operational planning- skill based routing etc. HR Forecasting Gap analysis Intelligence-HR Analytics Human Capital Analytics Predictive modelling ROI and performance profiling Strategic Talent Insights

18 Strategy and Measurement; talent data and analytics Paul Turner