EMSI Conference 2018 The New Age of Data

EMSI Conference 2018 – The New Age of Data Talent Market & People Analytics How they’ll be working together in the year’s ahead Al Adamsen September 11 th, 2018 Insight 222 PAFOW TSI

People Data for Good

“People are literally dying for a paycheck. And it needs to stop. ” - Dr. Jeffrey Pfeffer

How to Change? Direct the Rider = Data + Context Motivate the Elephant = Visualization + Communication Shape the Path = Where we’re going + How we going to get there

Big Data has generated the need for Confidence-Inspiring Stories that Educate, Inspire, & Clarify Insight AVolume Insight. BIG B Coherent DATA Narrative Velocity Insight C Variety

People Analytics Internal People Analytics & External People Talent Market Analytics

We are Suppliers serving a Customer Our product is information/insight packaged in stories/coherent narratives Supplier Partner Customer Information & Insight Context & Communication Consumption & Decisions 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”

“The beginning of wisdom is calling things by their right names. ” - Chinese proverb

What is People Analytics ?

People Analytics is The process of generating data-based insight into individual, team, organization, or other group behavior over time, especially insight what will likely happen in the near future based on a certain scenario, intervention, or other change.

Psychology & Human Behavior Leadership & Decision-Making People Analytics Organization Design & Change HR Processes & Technologies Analytical Methods & Technologies Communications & Culture Scenario Planning & “Futuring” Data Mgmt, Security & Visualization Business Strategy & Management Ethics Talent Markets & Recruiting Work Strategy & Design Learning & Development

What is Talent Market Analytics?

Themes We’ll Explore • Key Definitions • Talent Assessment & Development (TAD) Framework • People Analytics 1. 0, 2. 0, & 3. 0 • Workforce Planning Model • Talent & Culture Framework • Key Takeaways

Workforce Intelligence Services / “People Analytics” Enablers of Operational Excellence Workforce Analytics • • Predictive Analytics & Linkage Big Data & Machine Learning Org/Social Network Analysis Surveys & Experimentation Workforce Planning • • HR Metrics & Reporting • • Descriptive Statistics Cluster & Basic Analyses Compliance Reporting Dashboards & Scorecards Forecasting Labor D. & Supply Gap Analysis Modeling & Scenario Planning Talent Strategy Optimization Workforce Management • • Payroll Allocation Labor Scheduling Modeling & Scenario Planning Productivity Optimization

Workforce Analytics vs. Workforce Planning Workforce Analytics Workforce Planning • 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. • 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 what likely drives key performance indicators (employee engagement, retention, customer satisfaction, etc. ) • Deliverable: Insight into the gap for labor at a future point in time along with strategies to fill that gap (FTEs, contingent labor, etc. ): • Analogous to Market Research • Analogous to Supply Chain Management Present Time • external: who to hire and when • internal: who to develop and when Present Time

Workforce Planning & Analytics Together Quantity of Talent ed cast Fore len a T r d fo t Talent Gap: How to fill? Internally & Externally? man De pply ent Su l a T l a ntern I d e t s Foreca 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. 24 months Time

People Analytics 3. 0 – It’s an “And” People Analytics 1. 0 People Analytics 2. 0 People Analytics 3. 0 Research & Analysis Data Aggregation & Visualization Productization / “Solutionize” 2001 - Present Description Academically-inspired individual, team, & organizational studies that analyze the past with the hope of improving the future Dashboards, Scorecards, Drilldown, Self-service, Data-mining, Exception reporting / alerts, Democratizing data & insights Apps, Chatbots, AI, Machine Learning, Wearables, Digitized Processes, Networked Intelligence, Well-being, Personal Development Data 2015 - Present Specific, Solicited, Observational Transactional, Descriptive Behavioral, Passive, Intention-based For Who? 1924 - Present Executives HRBPs Team Leaders Employees

Data & Insights Affecting the Worker Experience within the organization Promoted Hi-Pos Applicants… Candidates New hires Former Employees Alumni Promoted Tenured Employees Contributors People Data Exit Surveys HR Technologies HRMS Finance System Benefits Management System Performance Management System Applicant Tracking System Learning Management System Onboarding Employee Surveys O-B Surveys Assessments Succession Management Collaboration Tools Email, Calendaring, & Communication Tools BLS Glassdoor Education EMSI

Seen Heard Empowered

Who we Seeking? And how are we Assessing? Theare Talent Assessment & Development (TAD) Framework Skills Experience Contributions/ Accomplishments Behaviors TAD Framework Relationships Compensation/ Financial Benefits/ Wellness Education/ Knowledge Activities/ Use of Time Passions/ Purpose

Assessing both Internal & External Talent with the Same Lens External Candidates Assess ss pa re se m Internal Candidates As Co &D ev elo p t& Recrui New Role/Job Description

Right side: Data Quality/Availability Left side: Use/Importance The Talent Assessment & Development (TAD) Framework 0 – 10 scale Skills Experience Behaviors TAD Education/Knowledge Framework Contributions/Accomplishments Relationships Compensation/Financial Activities/Use of Time Passions/Purpose Benefits/Wellness

“A data strategy needs to be integral to an analytics strategy. ” Design Strategists Challenges/Opportuni ties Project Agenda Process Improvements System Decisions Data Strategy Data Analytics Customer (Supplier) Partner Change Strategists (Customer) ( )

Workforce Planning

Total Workforce Strategy Low Consultants Competitive Advantage High Low Long Term Cost High Full-Time Employees $ $ AI/ML Contractors Short Outsourcers Time Horizon Automation Long

The 4 C’s of Workforce Planning Capability Capacity Cost Construct

TSI Workforce Planning Process Current State Assessment Future State Visioning (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? Strategy Formulation (b) Talent Demand: What will we need? (c) Forecasted Internal Supply (d) Forecasted External Supply Execute and Adjust (e) Gap Analysis: (Δb + Δd = c) How big is the gap? What can/should be done to fill it? Development strategies Recruiting strategies (f) Take Action & Adjust: Implement Development strategies Recruiting strategies Workforce Plan Current Headcount Attrition Talent Demand 100 -20 110 Talent Gap Internal Development Strategy External Recruiting Strategy Organization Design/ Restructuring External Help -30 ? ?

Talent Planning Business & Financial Planning Internal View Audit Internal Supply TAD Framework Attributes of Successful Employees Forecast Internal Supply Assessment Strategy Org. Design, Contingent, FT-PT Mix, AI, Automation, etc. Forecast Applicant Pool Audit Labor Pools External View Business Strategy & Budget Development Strategy Recruiting Strategy Gap Talent Demand (Quantity of Capability) Talent Capacity & Labor Modeling

Talent & Culture Framework Employment Branding Recruiting & Selection Diversity Onboarding Talent Development • • Goal Setting Assessment & Development Learning Mobility • • Budgeting & Planning Compensation Benefits Wellness • • Communications Inclusion & Belonging Employee Experience Organizational Design Contribution & Rewards Comms & Culture Strategy Formulation Measurement HRIT & Planning & Operations. Analytics Co. E Reporting & Analytical Tools Insights & Ideas Talent Strategy • • Measures & Metrics 2018 2020 Talent Acquisition HR Technologies Use of Talent Market Analytics/Insights Leader Questions Analytical Projects Prioritize Projects Perform Analytics Communica te Insights Publish KPI’s & Targets Management Governance: Multi-function, data-based learning on talent & cultural dynamics and likely implications for the future

“Work means more than just sustenance and satisfaction, it also means having an identity. ” - Jonathan Ferrar

Integrated Talent Strategies ORG Strategies S IN trat DI eg VI ies DU AL TALENT Strategy s gie te ra St DU E Better aligning interests and activities through cohesive language, frameworks, processes, and insights. Environment* * Physical (communities, geographic economic zones, etc. ) or virtual work environments

Key Takeaways • • Need to deliver back to the individual The conscious use of language The value of frameworks The need to align disparate groups Curiosity, Creativity, Clarity, & Courage Belief we’re going to get there Purpose & Persistence

Thank you! EMSI Conference 2018 – The New Age of Data Al Adamsen Insight 222 PAFOW TSI al. adamsen@pafow. net @aladamsen People Analytics & Future of Work Conference October 4 th & 5 th, Philadelphia, PA pafow. com