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Slide1
Presented by
Al Adamsen
Talent Strategy Instituteal.adamsen@talentstrategyinstitute.com415-652-2745LinkedIn: Al AdamsenTwitter: @aladamsen
Why (& How) Companies Are Increasingly Using Data-driven Insight to Inform Talent StrategySlide2
Confidence
“The feeling or belief that you can rely on
someone or something to perform in a certain wayat a known time in the future; firm trust”
Partner
Context &
Communication
Customer
Consumption
& Decisions
Supplier
Information
& Insight
1)
2)
3)Slide3
VUCA World
Volatile
UncertainComplexAmbiguous
Millennials
Fairness
Respect
Significance
GrowthSlide4
Optimize the Quantity & Quality
of Information
Quantity of
Information
Value
Optimal Quantity
of Information
Competitive
Advantage
(just right)
Competitive
Disadvantage
(too little)
Competitive
Disadvantage
(too much)
The Signals
in the NoiseSlide5
Driving Change…
Direct the Rider
= Data + Context
Motivate the Elephant
= Visualization + Communication
Shape the Path
= Where we’re going +
How we going to get thereSlide6
What We’re Going to Discuss & Explore
Talent Strategy Formulation & the Critical Role of Workforce Insight
Insight Derived from Workforce Planning & AnalyticsExternal View of Talent MarketInternal View of Talent/EmployeesIdentifying & Taking the Best Next StepSlide7
What We’re Going to Discuss & Explore
Talent Strategy Formulation & the Critical Role of Workforce Insight
Insight Derived from Workforce Planning & AnalyticsExternal View of Talent MarketInternal View of Talent/EmployeesIdentifying & Taking the Best Next StepSlide8
Where Does a Talent Strategy Fit In?
Business Strategy
Where are we going and how are we going to get there?
Finance
Strategy
How will we manage our financial resources, and how will they be allocated to execute the business strategy?
Marketing Strategy
How are we going to attract and retain customers to achieve our financial targets and, in turn, the business strategy?
Operations Strategy
How are we going to continually deliver existing products and/or services, and build future ones, so our customers spend with us and evangelize on our behalf?
Talent
Strategy
How are we going to structure the workforce, build internal capability, recruit outstanding talent, and engage employees so they effectively execute the strategic plans?Slide9
Talent Strategy
Talent Planning
Talent Development
Talent Acquisition
HR Operations
Workforce Planning
Leadership Development
Employment Branding
HR Management System (HRMS)
Workforce Analytics
Training & Learning Management
Recruiting
Empl. & Mgr. Self-Service
HR Reporting & Analysis
Goal Setting & Talent Development
Applicant Tracking (ATS)
Data Quality Assurance (DQA), Governance
Workforce Mgmt.
Succession Planning
Candidate Assessment
Workforce Management (Payroll Allocation & Scheduling)
Communications & Employee Surveys
Structured Interviews/Interview Guide
Payroll
Career Development/ Employability
Offer Management (Offer-to-Hire: Q&A, negotiation, etc.)
Compensation
Diversity & Inclusion
Background and eVerify
Benefits
Employee Relations
Onboarding & Onboarding Assessment
Executive Compensation
Exit Process
Alumni Management/Online Communities
Employee PortalSlide10
Capability
Capacity
CostConstruct
The 4 C’s of Workforce PlanningSlide11
Workforce Planning & Analytics Together
24 months
Forecasted Demand for Talent
Forecasted Internal Talent Supply
Time
Quantity
of Talent
Talent Gap:
How to fill?
Internally & Externally
?
Talent Entering
the Organization
Talent Exiting
the Organization
> 1, growing organization
< 1, shrinking organization
12 months
Workforce Analytics
can help improve retention which, in turn, will positively affect the internal supply of talent.
Workforce Planning
helps determine recruiting needs, development needs, contingent/full-time/part-time mix, etc.
©
2015 Talent Strategy
InstituteSlide12
Current Headcount
Attrition
Talent Demand
Talent Gap
Internal Development Strategy
External Recruiting Strategy
Organization
Design/ Restructuring
External Help
100
-20
110
-30
?
?
?
?
(a)
Internal Supply
:
Who do we have now?
What are the critical roles?
What are the critical skills?
Where are they?
What are their intentions?
From where are they coming?
(c)
Forecasted Internal Supply
(b)
Talent Demand
: What will we need?
(
e
)
Gap Analysis
:
(
Δb
+
Δd
=
c
)
How big is the gap?
What can/should be done to fill it?
Development strategies
Recruiting strategies
Current State
Assessment
Future State
Visioning
Strategy
Formulation
Execute and
Adjust
(
d
)
Forecasted External Supply
(
f
)
Take Action & Adjust
:
Implement
Development strategies
Recruiting strategies
Workforce Plan
©
2015 Talent Strategy
Institute
The TSI Workforce Planning ProcessSlide13
External View
Internal View
Business Strategy
& Budget
Recruiting
Strategy
Forecast Applicant Pool
Development
Strategy
Forecast Internal Supply
Talent Capacity &
Labor Modeling
Business & Financial Planning
Talent Planning
Org. Design, Contingent Labor, FT-PT Mix, etc.
Gap
©
2015 Talent Strategy
Institute
The TSI Workforce
Planning Model
Attributes of Successful Employees
Assessment
Strategy
Audit Internal
Supply
Audit Labor Pools
Talent Demand
(Quantity of Capability)
The TAD FrameworkSlide14
Workforce Planning and Total People Spend
Long Term Cost
Competitive Advantage
Time Horizon
Short
Long
Low
High
Low
High
Full-Time Employees
Consultants
Contractors/Temps
Outsourcers
$
$
$
$Slide15
What We’re Going to Discuss & Explore
Talent Strategy Formulation & the Critical Role of Workforce Insight
Insight Derived from Workforce Planning & AnalyticsExternal View of Talent MarketInternal View of Talent/EmployeesIdentifying & Taking the Best Next StepSlide16
External View
Recruiting
Strategy
Forecast Applicant Pool
Talent Capacity &
Labor Modeling
Business & Financial Planning
Talent Planning
Org. Design, Contingent Labor, FT-PT Mix, etc.
©
2015 Talent Strategy
Institute
The TSI Workforce
Planning Model
Attributes of Successful Employees
Assessment
Strategy
Social Activity
Clustering
Location
Skills
Experience
Content
Relationships
OtherSlide17
Employment
Branding
Applicant
Applies
Recruiter
Interview
Hiring Manager &
Other
Interviews
Offer Extended
Job Boards, Website,
Social Media, etc.
Company website/ATS
Phone
In-Person
Phone
Candidate Relationship Management
A data-based approach to recruiting
and selection
Offer Accepted
Onboarding New HireSlide18
The Power of Story
We are growing throughout the United States, thus to execute our business strategy we need 240 new Engineering Managers to come on board over the next 12 months. The need is greater during the first half of the
fiscal year thus we need 63% (150) in role within 6 months – or 25 Managers per month. Over the next 3 months we’ll have 84 promotion-ready supervisors, thus 14 of the 25 per month could potentially come from within. Also, 100 more supervisors will be promotion-ready during the second half of the year. This is a shortfall of 56 Managers by year-end. The shortfall is even greater because not all promotion-ready supervisors will be able to relocate to the job location. Also, turnover has to be considered, although it’s only 5% for high potentials compared to 16% for job family overall. We thus estimate we’ll need to source 70 to 110 Managers externally. This number will become more refined as we proceed through the year. To meet the demand for 70 to 110 external hires, we’re going to gather talent market data to identify the best regions in which to brand ourselves and recruit. As such, education, BLS, and social media data indicate we need to prioritize our investments and energy into the mid-west, specifically the great Chicago area. There’s a projected surplus of engineers relative to related job projections for the region. Given the relative strength of our employment brand and our comp &
ben plans, we’ll likely be very competitive in securing up to 50% of our imminent need from this area. That’s 35 to 55 engineers. The remainder will come from our local area.
Example Only
Engineering Managers Current Headcount
Expected Attrition over 12 months
Talent Demand over 12 months
Talent Gap
Internal Promotion Goal
External Recruiting Goal
Organization
Design/ Restructuring
External Help
850
-90
1000
-240
150
90
no Δ
noneSlide19
What We’re Going to Discuss & Explore
Talent Strategy Formulation & the Critical Role of Workforce Insight
Insight Derived from Workforce Planning & AnalyticsExternal View of Talent MarketInternal View of Talent/EmployeesIdentifying & Taking the Best Next StepSlide20
1. Personal Development
2. Job Design
3. Talent Assessment & Development
4. External Recruiting & Selection
Currently Disparate ProcessesSlide21
Right now, how do individuals develop themselves?
What do I want to do?
What am I good at?How do I achieve it?Slide22
Responsibilities
Qualifications Other
Right now, how are job descriptions created?Slide23Slide24
Skills
Behaviors
Experience
Education/Knowledge
Contributions/Accomplishments
Activities
Relationships
Intentions/Passions
Compensation/Financial
Benefits/Wellness
The Personal Assessment & Development (PAD) Framework
Used for personal visioning, developing a plan/roadmap, identifying one’s personal Board of Directors, how to spend time, etc.
© 2015 Talent Strategy InstituteSlide25
The Talent Assessment & Development (TAD) Framework
Used for creating job descriptions, assessing talent, developing talent, and rewarding individual, team, and/or organizational contribution
Skills
Behaviors
Experience
Education/Knowledge
Contributions/Accomplishments
Activities
Relationships
Intentions/Passions
Compensation/Financial
Benefits/Wellness
© 2015 Talent Strategy InstituteSlide26
Skills
Technical skills related to a specific role
Behaviors
Behavioral "skills" related to the role, team, and org
Experience
What someone has done, where they've done it, and for how long: this is an "audit" not a grade of
how
someone did
Education/Knowledge
Formal education (certificates, degrees, etc.) and informal knowledge (books read, workshops taken, etc.)
Contributions/Accomplishments
What someone actually achieved, or what someone is expected to achieve (their goals), over a time period
Activities
How someone spent his/her time; and how time should be spent moving forward
Relationships
What relationships someone have now; and what relationships can/should be developed
Intentions/Passions
What goals they have, and what one's energy and focus
Compensation/Financial
What the organization is willing to pay and what an individual wants/needs to live and generate wealth
Benefits/Wellness
The additional offerings of an organization in relation to the critical needs or desires of an individual
The Talent Assessment & Development (TAD) Framework
© 2015 Talent Strategy InstituteSlide27
Personal Development & Talent Development
Two sides of the same coin…
Imagine aligning an individual’s needs & desires with those of the organizationSlide28
Assess & Develop
Recruit & Assess
Compare
Assessing both Internal & External Talent with the Same Lens
New Role/Job Description
Internal Candidates
External CandidatesSlide29
What We’re Going to Discuss & Explore
Talent Strategy Formulation & the Critical Role of Workforce Insight
Insight Derived from Workforce Planning & AnalyticsExternal View of Talent MarketInternal View of Talent/EmployeesIdentifying & Taking the Best Next StepSlide30
Analysis/
AnalyticsAdvanced
AnalyticsMetrics &Reporting
Key Distinctions in Analytics
What to do inside an organization vs. with an external partner?Slide31
What Can Be Done Now?
Time/Effort
Value/Impact
Reports
Dashboards/
Scorecard
Scenario Planning/
Simulation
Correlation/
Regression
Optimization/
Machine Learning
Predictive
AnalyticsSlide32
Metrics & Reporting
What is happening?
Where is it happening?
Scorecards, Recurring ReportsAd hoc Reports
Metrics & Reporting
What is happening?
Where is it happening?
Scorecards, Recurring Reports
Ad hoc Reports
What Can Be Done Now?
Metrics & Reporting
What is happening?
Where is it happening?
Scorecards, Recurring Reports
Ad hoc Reports
Planning/Analytics
What likely caused a change?
What will likely happen?
Forecasting, Scenario Planning
Cluster Analysis, Data Mining
Advanced Analytics
What can be leveraged? Risk?
What’s the probability of success?
Predictive Modeling/ROI
Linkage Research
Time/Effort
Value/ImpactSlide33
A Few Notes on this Thing Called Big Data
"Big Data are high-
volume, high-velocity, and/or high-variety
information assets that require new forms of processing to enable enhanced decision making, insight discovery, and process optimization.”
Gartner Research, 2012
Volume
Velocity
Variety
BIG DATA
Insight A
Insight B
Insight C
The StorySlide34
Presented by
Al Adamsen
Talent Strategy Institute
al.adamsen@talentstrategyinstitute.com415-652-2745LinkedIn: Al AdamsenTwitter: @aladamsen
To
makin
’ great things happen!
Why (& How)
Companies Are Increasingly Using Data-driven Insight to Inform Talent Strategy