TS
I
Talent Strategy
Institute
Workforce Planning & Analytics:
How to Create or Advance Your Organization’s Ability to
Generate Actionable Workforce Insight
Presented by
Al Adamsen
Talent Strategy Institute
[email protected]
415-652-2745
LinkedIn: Al Adamsen
Twitter: @aladamsen
Analytics Maturity Progression
Value/
Impact
Time
Stage 4:
Operationalize Insight
Analytics Competitor
• Insight is repeatedly
used to formulate
HR & Business
Strategy.
• Insight is repeatedly
used by Managers
in the field.
• Insight is obtained
quickly & accurately
from an on-demand
platform.
Stage 1:
Get Data Right
Analytics Hopeful
• Do I have good
data to work with?
• If not, what must I
do to improve it?
Improve it.
• Do I have the
people in place to
perform analytics?
• Do I have the
necessary
technologies?
When Yes
Stage 2:
Create Context
Analytics Doer
• Can we aggregate
and structure data
in a usable way?
• Do we have people
experienced in
analytics?
• Do key metrics now
have a story around
them?
• Is there a growing
demand for insight?
When Yes
Stage 3:
Use Insight
Analytics User
• Do we have an
on-demand analytics
platform?
• Are those doing
analytics
influencing change?
• Are insights being
used in the field?
• Are dashboards w/
meaningful metrics
(KPIs) being used?
Important to Millennials
Fairness
Respect
Significance
Growth
Are our people – our talent – our
most important asset?
If so, what’s our talent strategy?
If we have one, how is it formulated,
measured, & managed over time?
Disparate Processes
Aligning Formerly
Knowledge Transfer
Exit
Alumni Networks
HR Analytics
Workforce Planning
Employment Branding
Recruiting
Applicant Tracking
Candidate Assessment
Total Rewards
Hiring
Onboarding
Career Development
Learning
Performance Management
Succession Planning
Internal Communications
Organizational Effectiveness
Integrated
Talent
Management
“Out of clutter, find
simplicity. From discord, find
harmony. In the middle of
difficulty lies opportunity."”
What if
•
had the people we needed when we
needed them?
we, as leaders,…
•
inspired the individual, team, and
organizational behaviors we desired?
•
created systems and processes that
What would this look like?
How would we make it happen?
What would it feel like?
What would AWESOME look like?
We have a crisis
Creativity
of
Clarity
We are…
Six Questions:
1. How do I get started or advance my organization’s capability &
capacity?
2. How do I create a vision and a roadmap to achieve it?
3. At what point do I bring in a technology enabler and why?
4. What are some of the key attributes of successful
organizations?
5. Predictive analytics and big data: When should we start?
6. What is the structure and what are the roles that make up an
effective CoE?
“The beginning of wisdom is calling things by
their right names.”
What’s all this About?
•
Improving Performance
–
individual, team, & organizational
•
Improving The Work Experience
–
job satisfaction, purpose, wellness, organizational culture, etc.
•
Reducing Risk
Confidence
“The feeling or belief that you can rely on
someone or something to perform in a certain way
at a known time in the future; firm trust”
Partner
Context &
Communication
Customer
Consumption
& Decisions
Supplier
Information
& Insight
1)
2)
3)
Research Agenda
To-Do List
1. Project A
2. Project B
3. Project C
Not To-Do List
1. Project D
2. Project E
3. Project F
4. Project G
5. Project H
6. Project I
7. Project J
Talent Governance: A Multi-Disciplinary Steering Committee (e.g., Talent Strategy Team)
that reviews potential projects, sets the research agenda, commissions projects, resources
projects, consumes the resulting insight, makes decisions, and facilitates change.
Analytics Maturity Model
People: Capability
& Capacity
Process/
Structure
Technology
“Habit 2: Begin with the
End in Mind.”
What’s the brand of the group?
What’s its charter or mission statement?
“We deliver uniquely valuable workforce insight that
reduces risk and increases the likelihood that talent
investments reap the desired return.”
The Value Proposition at 3 Key Levels
•
Workforce related decisions
based on lagging indicators
such as turnover and tenure
•
Perception of HR and related
functions is lukewarm as its
unique value is suspect
2014
•
Not delivering workforce
insights that guides decisions
– doing basic reporting
•
Decision-making is based
largely on experience and gut
feel, not data-based insight
•
Generating basic metrics –
most are lagging indicators
•
Challenging to generate
meaningful workforce insight
•
Basic systems for planning,
analytics, and reporting
2016
•
Have easily obtainable insight
that informs strategic
workforce decisions
•
HR offers leading indicators
to monitor and manage
organizational effectiveness
•
The systematic, recurring use
of proven metrics to
prioritize and focus action
•
Department heads anticipate
and act on recurring
workforce metrics/reports
•
Generate recurring reports
that are eagerly anticipated
•
Produce insight that’s valued
at all levels and functions
•
Manage an analytics toolset
Workforce Intelligence: 3 Workstreams
Strategic
Operational
Technical
People
Process
Tech
People
Process
Tech
People
Process
Tech
People: Who’s involved in doing the work?
Process: How is information acquired?
Technology: What will be seen and used?
2016…
What it looks like...
What it feels like…
•
Feel in control, confident -- working with leading
indicators and making smart, effective decisions.
•
Feel we’re winning – that our workforce
initiatives are a source of competitive
advantage.
•
Feel we’re doing the right thing – for our
employees, customers, and shareholders.
•
Feel capable, effective – able to deliver timely
and relevant insights to leaders
•
Feel valued, appreciated – generate insight that
timely, valued, and anticipated
•
Feel meaningful, impactful –insight is used to
drive observable, measurable change
•
Feel innovative, empowered – working with
leading technologies in unique ways
•
Feel valued, appreciated – leaders anticipate
deliverables and provide recognition
•
Feel meaningful, impactful – sense that what’s
being done truly makes a difference at all levels
•
Have easily obtainable insight
that informs strategic
workforce decisions
•
HR offers leading indicators
to monitor and manage
organizational effectiveness
•
The systematic, recurring use
of proven metrics to
prioritize and focus action
•
Department heads anticipate
and act on recurring
workforce metrics/reports
•
Generate recurring reports
that are eagerly anticipated
•
Produce insight that’s valued
at all levels and functions
•
Manage an analytics toolset
that enables the above
Systems & Data Mgt CoE Phase 3 Launch Phase 2 Launch
Strategic
Decision-Making
Systems & Data
Management
WP&A
Center of
Expertise
(CoE)
Phase 3 Phase 2Iterative Phases Using Agile Development Principles
QTR 1 QTR 2 QTR 3 QTR 4 QTR 5 QTR 6 QTR 7 QTR 8 Phase 1
Scale leading practices
Integrate into Decision-Making Processes namely Operating Strategy, Budgeting, & Marketing
Phase 1 Launch
Build Learning Agenda and the Capability & Capacity to Pilot Analytical Projects & Create
Supporting Metrics/Reports
Build Analytics foundational infrastructure, environments, processes, capabilities, monitoring
and compliance Expand Capability & Capacity Rapid Evolving Span of Analytics Concept Solution & Data Model Educate Executives & Partners
Phase 1 Phase 2 Phase 3
Integrate into Strategic Planning Integrate into ongoing Decision-Making Create CoE approach & apply
to all analytics Accelerate speed of doing analytics Improve scalability, reliability, lower cost to maintain Cost of changes and O&M should decline Strategic
Fina
nc
e
Most organizations (nearly all) do not extract a level of value from their HRIT investments commensurate
with the money, time, and effort devoted. Workforce Planning/Analytics helps organizations maximize the
value derived from HRIT investments (a.k.a. “data assets”). In turn, the insight generated serves as a
unique, hard-to-replicate competitive advantage as leaders are able to make more effective decisions.
Appl
ica
nt
Tra
ck
in
g
O
pe
ra
tion
s
Pe
rfo
rm
an
ce
Man
ag
em
en
t
Le
arni
ng
Su
rvey
HRM
S
“Decisions are now based
on what we know not
what we ‘think’ we know.”
HR Metrics
& Reports
context
Aggregating & Analyzing Data
Ex
te
rna
l D
ata
Aggregate
Workforce
Insight
Enablers of Operational Excellence
Workforce Intelligence Services
Workforce Analytics
•
Predictive Analytics & Linkage
•
Big Data & Machine Learning
•
Social Network Analysis
•
Experimentation
Workforce Planning
•
Forecasting Labor D. & Supply
•
Gap Analysis
•
Modeling & Scenario Planning
•
Talent Strategy Optimization
HR Metrics & Reporting
•
Descriptive Statistics
•
Cluster & Basic Analyses
•
Compliance Reporting
•
Dashboards & Scorecards
Workforce Management
•
Payroll Allocation
•
Labor Scheduling
•
Modeling & Scenario Planning
•
Productivity Optimization
Workforce Analytics vs. Workforce Planning
Workforce Analytics
•
Looking at the past (turnover trends, etc.)
or very recent past (survey, performance
management, etc.) to uncover what
leaders “should” do– relative to other
possible investments–to positively affect
desired business outcomes.
•
Deliverable: Insight into what likely drives
key performance indicators (employee
engagement, retention, customer
satisfaction, etc.)
•
Analogous to Market Research
Workforce Planning
•
Looking at past group or organizational
growth rates to anticipate the future supply
of labor. This is reconciled against the human
resource needs required to execute business
strategies (labor demand). The resulting gap
informs the HR strategy.
•
Deliverable: Insight into the gap for labor at a
future point in time along with strategies to
fill that gap (FTEs, contingent labor, etc.):
–
external: who to hire and when
–
internal: who to develop and when
•
Analogous to Supply Chain Management
Time
Workforce Planning & Analytics Together
24 months
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.
What Can Be Done Now?
V
al
u
e
/I
m
p
a
c
t
Reports
Dashboards/
Scorecard
Scenario Planning/
Simulation
Correlation/
Regression
Optimization/
Machine Learning
Predictive
Analytics
HR Metrics & Reporting
•
What is happening?
•
Where is it happening?
•
Scorecards, Recurring Reports
•
Ad hoc Reports
HR Metrics & Reporting
•
What is happening?
•
Where is it happening?
•
Scorecards, Recurring Reports
•
Ad hoc Reports
What Can Be Done Now?
HR Metrics & Reporting
•
What is happening?
•
Where is it happening?
•
Scorecards, Recurring Reports
•
Ad hoc Reports
Workforce Planning/Analytics
•
Who do we need, when, & where?
•
What is affecting staff and why?
•
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
V
al
ue/
Im
pac
t
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)
Approaches to Analytics
Deductive Reasoning
e.g., Hypothesis Testing
Inductive Reasoning
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 Story
Action
Creating Knowledge
Data Staging/
Aggregation
Reporting
Analysis/
Story Telling
Packaging/
Communication/
Facilitation
Positive Change
Action/
Systems/
Data
Analytics/
Insight
Do Actions Reflect Data-Driven Insight?
Bridging the Gap
between Knowledge
and Action
© 2014 Talent Strategy Institute
Data Staging/
Aggregation
Reporting
Analysis/
Analytics/
Insight
Story Telling
Packaging/
Communication/
Facilitation
Positive Change
Action/
Do Actions Reflect Data-Driven Insight?
S
TRATEGIC
T
ECHNOLOGICAL
O
PERATIONAL
Governance
Systems/
Data
( )
Strategists
Analytics
Change
Strategists
Research Agenda,
Process Improvements,
System Decisions,
Measurement Strategy
Measurement
Leader
Workforce Insight
HR Metrics &
Reporting
Employee
Surveys
Workforce
Analytics
• Cluster Analysis
• Linkage Research
• Cost of Turnover
• Return on Investment
• Onboarding
• Engagement
• Retention
• Culture
• 360-degree
• Exit
• Recurring Reports
• Scorecards
• Ad hoc Reports
Skills:
• Technology savvy
• Process orientation
• Metrics/Analysis capability
Skills:
• I/O Psychology/OD education
• Communications/Collaboration
• Project Management
Skills:
• Analytics education & experience
• Savvy with analytic technologies
• Business economics understanding
Skills:
• Leadership and learning skills
• Packaging & Story-telling: Communications
• Influencing and affecting change
Workforce
Planning
• Supply Forecasting
• Demand Forecasting
• Gap Analysis
• Scenario Planning
Sample CoE
Analytics Maturity Progression
Value/
Impact
Time
Stage 4:
Operationalize Insight
Analytics Competitor
• Insight is repeatedly
used to formulate
HR & Business
Strategy.
• Insight is repeatedly
used by Managers
in the field.
• Insight is obtained
quickly & accurately
from an on-demand
platform.
Stage 1:
Get Data Right
Analytics Hopeful
• Do I have good
data to work with?
• If not, what must I
do to improve it?
Improve it.
• Do I have the
people in place to
perform analytics?
• Do I have the
necessary
technologies?
When Yes
Stage 2:
Create Context
Analytics Doer
• Can we aggregate
and structure data
in a usable way?
• Do we have people
experienced in
analytics?
• Do key metrics now
have a story around
them?
• Is there a growing
demand for insight?
When Yes
Stage 3:
Use Insight
Analytics User
• Do we have an
on-demand analytics
platform?
• Are those doing
analytics
influencing change?
• Are insights being
used in the field?
• Are dashboards w/
meaningful metrics
(KPIs) being used?
Value/
Impact
Time
Stage 4:
Operationalize Insight
Analytics Competitor
• Insight is repeatedly
used to formulate
HR & Business
Strategy.
• Insight is repeatedly
used by Managers
in the field.
• Insight is obtained
quickly & accurately
from an on-demand
platform.
Stage 1:
Get Data Right
Analytics Hopeful
• Do I have good
data to work with?
• If not, what must I
do to improve it?
Improve it.
• Do I have the
people in place to
perform analytics?
• Do I have the
necessary
technologies?
Analytics Doer
Analytics User
Stage 2:
Create Context
Stage 3:
Use Insight
LEARNING
“PRACTICE!”
Six Questions:
1. How do I get started or advance my organization’s capability &
capacity?
2. How do I create a vision and a roadmap to achieve it?
3. At what point do I bring in a technology enabler and why?
4. What are some of the key attributes of successful
organizations?
5. Predictive analytics and big data: When should we start?
6. What is the structure and what are the roles that make up
an effective CoE?
Presented by
Al Adamsen
Talent Strategy Institute
[email protected]
415-652-2745
LinkedIn: Al Adamsen
Twitter: @aladamsen
To makin’ great things happen!
Thank you!
Workforce Planning & Analytics:
How to Create or Advance Your Organization’s Ability to
A
Large Box Retailer(s),
Energy Companies
Electronics Retailer,
Beverage Company
Small Box Retailer,
Retail Bank(s)
Ad Hoc/One-Time
Advanced Analytics
Ongoing, Recurring
Advanced Analytics
Ongoing, Recurring
Analytics & Advanced
Analytics
In-House
Outsourced
In-House
Outsourced
In-House
Outsourced
Nearly all data is staged and analyzed
in-house. Only some advanced
analytics are done by vendors, usually
due to a lack of internal capacity, not
capability.
Some data is staged and analyzed
in-house, and some data is staged and
analyzed by a vendor, usually for
advanced analytics. All other analyses
are done in-house.
Most data is staged and analyzed by a
vendor, although some analytical
capability exists internally. In this
model the focus is almost exclusively
on change, not insight generation.
Critical Attributes of Modern Analysts
Learning Mindset
Systematic Thinking
Expert Communicators/Facilitators
Intake
Express
Capability
Capacity
Cost
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
Formulation
Strategy
Execute and
Adjust
(d) Forecasted External
Supply
(f) Take Action & Adjust:
Implement
Development strategies
Recruiting strategies
Workforce Plan
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
© 2014 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)
See the TAD Framework
that follows
Leadership
HR & Talent Management
Leaders, Managers,
& the Workforce
External
Customers
Internal
Operations
Financial
Outcomes
© 2014 Talent Strategy Institute
