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How Talent Analytics Can Help You Maximize Your HR Strategy презентация
Содержание
- 1. How Talent Analytics Can Help You Maximize Your HR Strategy
- 2. How Talent Analytics Can Help You Maximize
- 3. Topics for Today’s Discussion Research: Building an
- 4. Building an Effective Talent Analytics Capability
- 5. Talent Analytics Maturity Model Bersin by Deloitte Source: Bersin by Deloitte, 2014
- 6. Bersin by Deloitte 4% 10% 30%
- 7. Advancing Takes Effort
- 8. In Short:
- 11. Inaccurate data Invalid data Outliers Missing data
- 12. Changing the Dialogue with Stakeholders Is this
- 13. Improving Data Quality Source: Bersin by Deloitte, 2014
- 15. Dashboard Capabilities Customized by audience Self-service capabilities
- 16. Highlight Strengths and Weak Points Source: ADP, 2014
- 17. Highlight Key Findings Source: SuccessFactors 2013
- 18. Understanding Stakeholders’ Needs Try this: Stop sending your stakeholders their regular reports.
- 19. Understanding Stakeholders’ Needs Does anyone notice?
- 21. Staffing Increases by Maturity Level (Assumes 10,000-person company) Source: Bersin by Deloitte, 2014
- 22. It Takes A Multi-Disciplinary Team World Class Analytics Team Database Source: Bersin by Deloitte, 2014
- 23. It Takes a Cross-Functional Team Source: Bersin by Deloitte, 2014
- 24. Finance
- 26. IT is “extremely supportive” of our talent
- 27. The Ugly Part of The Story Visual
- 29. Which functions have strong analytics capabilities? HR Lags Behind Source: Bersin by Deloitte, 2014
- 30. The Value of Talent Analytics HR organizations
- 31. Case in Point: Cisco
- 32. Know Your Talent Through Analytics
- 33. 3 Ways to Ensure Your Company’s Message Is Working
- 34. Step #1 : Analyze Reviews & Ratings
- 35. Step #1 : Analyze Reviews &
- 36. Step #2 : Listen to What
- 37. Step #3: Monitor Your Reputation Over Time
- 38. The Results
- 39. Today’s Candidates
- 40. What We Know About Today’s
- 41. Talent Analytics Helps You Stay Ahead of the Competition
- 42. Know Your Reputation
- 43. The DNA of Your Talent Pool
- 44. Helping People Find The Jobs & Companies
- 45. Employer Branding Job Advertising Data & Analytics About Glassdoor
- 46. The Results We See 2x better
- 47. Questions?
- 48. Karen O’Leonard Vice President, Benchmarking & Analytics
- 49. About Deloitte Deloitte refers to one or
- 50. This publication contains general information only and
Слайд 2How Talent Analytics Can Help You Maximize Your HR Strategy
Karen
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
Слайд 3Topics for Today’s Discussion
Research: Building an Effective Analytics Capability
Case in Point:
Talent Analytics Tools on Glassdoor
Q&A
Слайд 7Advancing Takes Effort
Level 2
Advanced Reporting
Level 3
Advanced Analytics
Level 4
Predictive Analytics
Level 1
Operational Reporting
Level
Choke Point for Most Organizations
Source: Bersin by Deloitte, 2014
Слайд 11Inaccurate data
Invalid data
Outliers
Missing data
Conflicting data
Duplicates
Poorly-defined
data
Lack of Data Standards
Out-of-date data
Слайд 18Understanding Stakeholders’ Needs
Try this:
Stop sending your stakeholders their regular reports.
Слайд 19Understanding Stakeholders’ Needs
Does anyone notice?
Try this:
Stop sending your stakeholders their regular
Слайд 21Staffing Increases by Maturity Level
(Assumes 10,000-person company)
Source: Bersin by Deloitte, 2014
Слайд 22It Takes A Multi-Disciplinary Team
World Class Analytics Team
Database
Source: Bersin by Deloitte,
Слайд 26IT is “extremely supportive” of our talent measurement and analytics efforts
Mature
Source: Bersin by Deloitte, 2014
Слайд 27The Ugly Part of The Story
Visual
Dashboards
Advanced
Analytics
Predictive
Models
The Ugly Part of The Story
Visual
Dashboards
Advanced
Analytics
Predictive
Models
Слайд 29Which functions have strong analytics capabilities?
HR Lags Behind
Source: Bersin by Deloitte,
Слайд 30The Value of Talent Analytics
HR organizations using predictive analytics are…
Source: Bersin
Source: Bersin by Deloitte, 2014
Слайд 34Step #1 : Analyze Reviews & Ratings
Source: glassdoor.com, linkedin.com, Forbes, CNN
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.)
Слайд 35
Step #1 : Analyze Reviews & Ratings
Source: glassdoor.com, linkedin.com, Forbes, CNN
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.
Слайд 36
Step #2 : Listen to What They Are Saying
95% employees say
Слайд 37Step #3: Monitor Your Reputation Over Time
Most job seekers read 4-7
Слайд 40
What We Know About Today’s Candidates
…so why is it so hard
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
Слайд 44Helping People Find The Jobs & Companies They Love
has become the
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)
Слайд 46
The Results We See
2x better applicant quality
vs traditional job boards
30%
than other recruitment channels
3x more influence
over candidates’ decisions
Слайд 48Karen O’Leonard
Vice President, Benchmarking &
Analytics Research
Bersin by Deloitte
Deloitte Consulting LLP
koleonard@deloitte.com
LinkedIn: KarenOLeonard
William
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
Слайд 49About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu
Слайд 50This publication contains general information only and Deloitte is not, by
