Data & Analytics : Key to Talent Management
Transcript of Data & Analytics : Key to Talent Management
Data & Analytics in HR
From Function to Implementation.
Study Case
Management Trainee - Promotability.
Overview
HR / People / Workforce / Talent Analytics Buzzword ( Marler & Boudreau, 2017 )
Published HR
Analytics
Over Time
Defining Today’s Talent
Top Performer
Top Performer
Top Performer
Intelligence Personality & Work Style Competencies Tenure
Engagement Job Match Team Match
Exclusive vs. Inclusive Talent
Talent Development Initiative
Defining Today’s Talent
• Im[Prove] Mindset
• Approach: Audit → Survey →
Analytics
• People Analytics → Talent Science• Developing ‘theory’ about organizational talent
• Hypothesis-driven or Data-driven?
• Why people analytic comes late?
Defining Today’s Talent
Analytics? Do you mean analysis?● Insight → Hindsight → Foresight
Is analytic same as statistic? Yes…but
No (Huus, 2015)
● Statistics as basic→ Decision-making is the key
Is analytic goes along with big data?● No, start small and with right question
Challenges & Solutions
● Too much measurement, too much
analysis
● Belief that measurement/insight always
lead to action
● Administrative issue (data availability,
mining, & management)
● Cherry-picking the results
• Analytics strategy: Ask and answer what
matters
• Begin analytics with the end (in mind)
• Know your (existing & needed) data +
Maintain data hygiene
• Knowledge about standard (what’s good
and what’s not)
Challenges Solutions
Levenson & Fink (2017)
DELTA of Analytics:
Data: access & quality
Enterprise: strategic question
Leadership: mindset & support
Targeting: specific domain
Analysts: skills
Considerations in Analytics(Boudreau & Ramstad, 2009; Harris, Craig, & Light, 2011;
Marr, 2015; Marler & Boudreau, 2017)
Being SMART:
Strategy first
Measure what matters
Analytic process
Result/Report
(Business) Transformation
Metrics =/= Analytics
HR-Business Data → Business Outcomes
Talent analytics vs. other analytics (marketing,
sales) → Business performance
• (including their positioning in organization)
HR Professional & Talent Analyst: One or
separate role?
Data ethics
Incorporating unstructured data → majority of
talent data
Further Directions
MT in a National Bank, Issue : Promotability
Case Study
• How’s the promotability ratio?
• Which one determines promotability? Previous experience, Demographic variables, or
the Training it self?
• What determines training performance? Is it a reliable source to predict future training
performance
MT in a National Bank, Issue : Promotability
Case Study
78,6 78,6
0
10
20
30
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50
60
70
80
90
100
Validation Accuracy Test Accuracy
MODEL ACCURACY
Basic Training Score
Descriptive
n 350
M 79.397
SD 7.414
Min. 12
Max
.97
-0,15 -0,1 -0,05 0 0,05 0,1 0,15 0,2 0,25
IQ***
Insurance/Banking Work Experience*
Sales Experience
Education Level
Age
Sex/Gender
Total Work Experience
Standardized Contribution to Basic Training Score
***p < 0,001
*p < 0,05
Basic TrainingRelative Influence
0,692
0,486
0 0,2 0,4 0,6 0,8 1
Validation MSE
Test MSE
Error in Model
R2 = < 1%
• List important question to talent-related organizational effectiveness
• Gain management support and create a task force of analytics initiative/project
• Know your talent data and maintain its hygiene
• Talk to your IT division to ensure data collection/management & technology
enabler
• Learn some basic-to-intermediate analytics and model-generating process
• Adjust communicate of (extended) report/result to each stakeholders
What’s Next of Analytics? Checklist