Building HR Analytics Skills -...

Building HR Analytics Skills:

Karen O’Leonard

Turning Dataphobes into Dataphiles

Akil Walton

April 28, 2015

VP, Analytics & BenchmarkingBersin by Deloitte Deloitte Consulting LLP

VP, Talent Management & Organizational Effectiveness

Aleris International

Copyright © 2015 Deloitte Development LLC. All rights reserved.1 IMPACT 2015 THE BUSINESS OF TALENT®

Reinventing HRAn extreme makeover

Analytics capabilities are a key part of the new skill set

Only 11% have strong programs to develop HR professionals internally

see an urgent need to reskill the HR function

39%

Source: Global Human Capital Trends, Deloitte, 2015


Lack of HR Analytics SkillsOnly 5% of organizations say their HRBPs have strong analytics skills

Source: Bersin by Deloitte Poll, 2015


Developing Analytics SkillsPolling results

Source: Polling results from IMPACT session

?% said you offer in-house programs to enhance HR analytics skills

?% of your HRBPs completed a development program in the last 12 months to improve their analytics skills


Analytics capabilities required of HRBPs

How to develop these skills

Wrap-up

Q&A

Topics for Today’s Discussion

?


Analytics Skills Required of HR Business Partners


Analytics Capabilities Needed by HRBPs

Business acumen and problem-solving

Basic data skills Collaboration

StorytellingPlanning and

execution

A

B



Business acumen and problem-solving

Business acumen and problem-solving Basic data skills Collaboration Story-telling Planning and execution

• Initiates analytics projects

• Uses data to generate insights and solutions

• Incorporates acceptable risk options & disruptions

• Understands business and talent issues

• Asks the right questions

• Formulates hypotheses

• Maintains an open mind


Basic data skills



• Knows what data exists and how to get it

• Proficient with Excel and internal tools

• Uses basic statistics

• Uses secondary research and benchmarks


10%15%

0%

5%

10%

15%

20%

25%

30%

35%

40%

Group A Group B

Group B’s turnover is 5% higher than A’s. Employee satisfaction dropped in 2015.

Common Mistakes with Data

43% 41%

0%

10%

20%

30%

40%

50%

60%

2014 2015Sample sizes: n=150 for 2014, n=130 for 2015



Collaboration



• Communicates needs clearly to analytics team

• Works with talent functions

• Works with finance, ops, business leaders, and other constituents


Storytelling



• Distills complex information into key insights and recommendations

• Uses appropriate graphics and data visualizations

• Communicates a compelling and credible story



Planning and execution

A

B


• Aligns stakeholders with action plan

• Establishes follow up processes

• Measures results and recommends improvements


How to Develop these Skills


Source: Bersin by Deloitte, The Learning Architecture: Defining Development and Enabling Continuous Learning, 2014

Education and training Exposure to peopleand networks

Experiences on-the-job(and outside of work)

Environmental supportand resources

Continuous Learning Model

Degree programsCoaching

Discussion boards

Expertise directories

CommunitiesWorkshops

Lunch & Learns

MOOCs

CertificationsCourses

Conferences

Newsletters

Knowledge databasesSupport tools

ProjectsShadowing

Action learning


Cross-PollinationSeed HR team with analytics champions


5 years’ HR or Finance

experience

3 years of analytical

experience

Communication & Presentation

Degree in HR, Finance, or Business

Project ManagementCollaboration

Align with strategic goals

Technical PC skills


Case in Point: Aleris


Wrap-Up


Filling the Skills Gaps

Profile employee skills

Look for data-lovers and cross-pollinate

Create development initiatives

Hire for analytics skills


OrganizationalPerformance

AnalyticsEmpowerment

Culture with Bold HR Leadership

Belief inValue-Added HR

Alignment & Resilience

Responsiveness & Coordination

BusinessLeadership

ManagerPeople Skills

HRPerformance

Busi

ness

-Em

bedd

edD

esig

n &

Del

iver

y

HR

Spe

cial

ist

Expe

rtise

Use

of E

xter

nal

Inte

llige

nce

Analytics is the foundation

of High-Impact HR


QuestionsKaren O’LeonardVP Analytics & Benchmarking ResearchBersin by DeloitteDeloitte Consulting [email protected]

KarenOLeonard

Akil WaltonVP Talent Management & Organizational

EffectivenessAleris [email protected]

mailto:[email protected]

mailto:[email protected]

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.

About DeloitteAs used in this document, "Deloitte" means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. 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 © 2015 Deloitte Development LLC. All rights reserved.Member of Deloitte Touche Tohmatsu Limited

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