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How Talent Analytics Can Help You Maximize Your HR Strategy

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How Talent Analytics Can Help You Maximize Your HR Strategy


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How Talent Analytics Can Help You Maximize Your HR Strategy Karen O’Leonard Vice President, Analytics & Benchmarking Research Bersin by Deloitte Deloitte Consulting LLP May 2014 William Blackstorm Sr. Manager – SSMI, Director Global Talent Analytics Cisco Kelly Payne Director, Client Success Glassdoor


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Topics for Today’s Discussion Research: Building an Effective Analytics Capability Case in Point: Cisco Talent Analytics Tools on Glassdoor Q&A


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Building an Effective Talent Analytics Capability


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Talent Analytics Maturity Model Bersin by Deloitte Source: Bersin by Deloitte, 2014


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Bersin by Deloitte 4% 10% 30% 56% Talent Analytics Maturity Model Source: Bersin by Deloitte, 2014


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Advancing Takes Effort Level 2 Advanced Reporting Level 3 Advanced Analytics Level 4 Predictive Analytics Level 1 Operational Reporting Level of Value Choke Point for Most Organizations Source: Bersin by Deloitte, 2014


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In Short: HR is Not There Yet


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Inaccurate data Invalid data Outliers Missing data Conflicting data Duplicates Poorly-defined data Lack of Data Standards Out-of-date data


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Changing the Dialogue with Stakeholders Is this data correct? What do we do about it?


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Improving Data Quality Source: Bersin by Deloitte, 2014


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Dashboard Capabilities Customized by audience Self-service capabilities


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Highlight Strengths and Weak Points Source: ADP, 2014


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Highlight Key Findings Source: SuccessFactors 2013


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Understanding Stakeholders’ Needs Try this: Stop sending your stakeholders their regular reports.


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Understanding Stakeholders’ Needs Does anyone notice? Try this: Stop sending your stakeholders their regular reports.


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Staffing Increases by Maturity Level (Assumes 10,000-person company) Source: Bersin by Deloitte, 2014


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It Takes A Multi-Disciplinary Team World Class Analytics Team Database Source: Bersin by Deloitte, 2014


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It Takes a Cross-Functional Team Source: Bersin by Deloitte, 2014


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Finance Operations IT Business Leaders Sales Marketing Customers Source: Bersin by Deloitte, 2014


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IT is “extremely supportive” of our talent measurement and analytics efforts Mature Analytics Teams Have Strong IT Support Source: Bersin by Deloitte, 2014


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The Ugly Part of The Story Visual Dashboards Advanced Analytics Predictive Models The Ugly Part of The Story Visual Dashboards Advanced Analytics Predictive Models


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Which functions have strong analytics capabilities? HR Lags Behind Source: Bersin by Deloitte, 2014


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The Value of Talent Analytics HR organizations using predictive analytics are… Source: Bersin by Deloitte High-Impact Talent Analytics Study 2013 Source: Bersin by Deloitte, 2014


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Case in Point: Cisco


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Know Your Talent Through Analytics


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3 Ways to Ensure Your Company’s Message Is Working


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Step #1 : Analyze Reviews & Ratings Source: glassdoor.com, linkedin.com, Forbes, CNN Money, TechChrunch.com, Business Insider, PayScale.com, Salary.com Pros: Good work/life balance Strong collaboration environment More relaxed Friendly culture than most tech companies Great place to develop skills Hours: Open Flexible Remote work options for most employees Resume Review Process (2 days to 2 weeks): Apply to role Recruiter phone screen (30-45 min.) Hiring Manager phone screen (30 min.)


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Step #1 : Analyze Reviews & Ratings Source: glassdoor.com, linkedin.com, Forbes, CNN Money, TechChrunch.com, Business Insider, PayScale.com, Salary.com Intern Interview Process (2 to 6 weeks): Personal interview — 4 people, 30-45 min each Campus Pipeline: High volume of schools and strong campus recruiting presence. Low impact and low engagement. Intern/New Grad Turnover: 38% (1 to 3 years) Retention Rate: 62% (Annual) Intern Candidate Generation: Low/mid touch model, high volume of schools, weak online / ATS applicant system. Most applicants are brought in via campus recruiting vs. online. Extremely weak apply online applicants. We are missing the cream of the crop who prefer not to wait in line to engage the campus team and prefer an easy way to apply online or via mobile at their convenience.


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Step #2 : Listen to What They Are Saying 95% employees say reviews from those on the inside are influential when deciding where to work


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Step #3: Monitor Your Reputation Over Time Most job seekers read 4-7 reviews before forming an opinion of a company


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The Results


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Today’s Candidates


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What We Know About Today’s Candidates …so why is it so hard to find the right job and company? 51% have buyer’s remorse due to an inaccurate picture of the job 95% are influenced by reviews from those inside the company 69% wouldn’t take a job with a company that had a bad reputation


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Talent Analytics Helps You Stay Ahead of the Competition


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Know Your Reputation


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The DNA of Your Talent Pool


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Helping People Find The Jobs & Companies They Love has become the most trusted and transparent place for today’s candidates to search for jobs and research companies Member growth over 4 years 48% of job seekers use Glassdoor (Source: Software Advice Report, Jan 2014)


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Employer Branding Job Advertising Data & Analytics About Glassdoor


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The Results We See 2x better applicant quality vs traditional job boards 30% lower cost-per-hire than other recruitment channels 3x more influence over candidates’ decisions


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Questions?


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Karen O’Leonard Vice President, Benchmarking & Analytics Research Bersin by Deloitte Deloitte Consulting LLP koleonard@deloitte.com LinkedIn: KarenOLeonard William Blackstorm Sr. Manager – SSMI Strategic Sourcing and Market Intelligence & Global Talent Analytics Research Division Cisco wiblacks@cisco.com Kelly Payne Director Client Success Glassdoor Twitter: kelly_payne22 Kelly.payne@glassdoor.com


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About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. Copyright © 2014 Deloitte Development LLC. All rights reserved. Member of Deloitte Touche Tohmatsu Limited


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This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication.


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