EMSI National Conference 2015 Using Databased Insight to

EMSI National Conference 2015 Using Data-based Insight to Inform Talent Strategy Why (& How) Companies Are Increasingly Using Data-driven Insight to Inform Talent Strategy Presented by Al Adamsen Talent Strategy Institute al. adamsen@talentstrategyinstitute. com 415 -652 -2745 Linked. In: Al Adamsen Twitter: @aladamsen September 22 nd, 2015 © 2004 -2015 Al Adamsen and The Talent Strategy Institute 1

EMSI National Conference 2015 1) Using Data-based Insight to Inform Talent Strategy Supplier Partner Customer Information & Insight Context & Communication Consumption & Decisions 2) 3) 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” September 22 nd, 2015 © 2004 -2015 Al Adamsen and The Talent Strategy Institute 2

EMSI National Conference 2015 Using Data-based Insight to Inform Talent Strategy VUCA World Millennials • Volatile • Fairness • Uncertain • Respect • Complex • Significance • Ambiguous • Growth September 22 nd, 2015 © 2004 -2015 Al Adamsen and The Talent Strategy Institute 3

EMSI National Conference 2015 Using Data-based Insight to Inform Talent Strategy Optimize the Quantity & Quality of Information ls a gn ise i S No e Th the in Value Competitive Advantage (just right) Competitive Disadvantage (too little) September 22 nd, 2015 Optimal Quantity of Information Competitive Disadvantage (too much) Quantity of Information © 2004 -2015 Al Adamsen and The Talent Strategy Institute 4

EMSI National Conference 2015 Using Data-based Insight to Inform Talent Strategy Driving Change… Direct the Rider = Data + Context Motivate the Elephant = Visualization + Communication Shape the Path = Where we’re going + How we going to get there September 22 nd, 2015 © 2004 -2015 Al Adamsen and The Talent Strategy Institute 5

EMSI National Conference 2015 Using Data-based Insight to Inform Talent Strategy What We’re Going to Discuss & Explore 1. Talent Strategy Formulation & the Critical Role of Workforce Insight • Insight Derived from Workforce Planning & Analytics 2. External View of Talent Market 3. Internal View of Talent/Employees 4. Identifying & Taking the Best Next Step September 22 nd, 2015 © 2004 -2015 Al Adamsen and The Talent Strategy Institute 6

EMSI National Conference 2015 Using Data-based Insight to Inform Talent Strategy What We’re Going to Discuss & Explore 1. Talent Strategy Formulation & the Critical Role of Workforce Insight • Insight Derived from Workforce Planning & Analytics 2. External View of Talent Market 3. Internal View of Talent/Employees 4. Identifying & Taking the Best Next Step September 22 nd, 2015 © 2004 -2015 Al Adamsen and The Talent Strategy Institute 7

EMSI National Conference 2015 Using Data-based Insight to Inform Talent Strategy Where Does a Talent Strategy Fit In? Business Strategy Finance Strategy Marketing Strategy Operations Strategy Talent Strategy Where are we going and how are we going to get there? How will we manage our financial resources, and how will they be allocated to execute the business strategy? How are we going to attract and retain customers to achieve our financial targets and, in turn, the business strategy? How are we going to continually deliver existing products and/or services, and build future ones, so our customers spend with us and evangelize on our behalf? How are we going to structure the workforce, build internal capability, recruit outstanding talent, and engage employees so they effectively execute the strategic plans? September 22 nd, 2015 © 2004 -2015 Al Adamsen and The Talent Strategy Institute 8

EMSI National Conference 2015 Using Data-based Insight to Inform Talent Strategy Talent Planning Talent Development Talent Acquisition Workforce Planning Leadership Development Workforce Analytics Training & Learning Management Recruiting Empl. & Mgr. Self-Service HR Reporting & Analysis Goal Setting & Talent Development Applicant Tracking (ATS) Data Quality Assurance (DQA), Governance Workforce Mgmt. Succession Planning Candidate Assessment Workforce Management (Payroll Allocation & Scheduling) Communications & Employee Surveys Structured Interviews/Interview Guide Payroll Career Development/ Employability Offer Management (Offer-to-Hire: Q&A, negotiation, etc. ) Compensation Diversity & Inclusion Background and e. Verify Benefits Employee Relations Onboarding & Onboarding Assessment Executive Compensation Exit Process Alumni Management/Online Communities Employee Portal September 22 nd, 2015 Employment Branding HR Operations HR Management System (HRMS) © 2004 -2015 Al Adamsen and The Talent Strategy Institute 9

EMSI National Conference 2015 The 4 C’s of Workforce Planning Using Data-based Insight to Inform Talent Strategy Capability Capacity Cost Construct September 22 nd, 2015 © 2004 -2015 Al Adamsen and The Talent Strategy Institute 10

EMSI National Conference 2015 Using Data-based Insight to Inform Talent Strategy Workforce Planning & Analytics Together Talent Entering the Organization > 1, growing organization < 1, shrinking organization Talent Exiting the Organization Quantity of Talent t ted s a c e d man De len a T for Talent Gap: How to fill? Internally & Externally? For ply Sup t n e l a l. T erna d Int e t s a c Fore 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 © 2015 Talent Strategy Institute September 22 nd, 2015 © 2004 -2015 Al Adamsen and The Talent Strategy Institute 11

EMSI National Conference 2015 Using Data-based Insight to Inform Talent Strategy The TSI Workforce Planning Process Current State Assessment (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? Future State Visioning 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 ? ? September 22 nd, 2015 © 2015 Talent Strategy Institute © 2004 -2015 Al Adamsen and The Talent Strategy Institute 12

EMSI National Conference 2015 Using Data-based Insight to Inform Talent Strategy The TSI Workforce Planning Model Talent Planning Business & Financial Planning Internal View Audit Internal Supply Forecast Internal Supply The TAD Framework Attributes of Successful Employees Development Strategy Assessment Strategy Org. Design, Contingent Labor, FT-PT Mix, etc. Business Strategy & Budget Gap Talent Demand (Quantity of Capability) Talent Capacity & Labor Modeling Forecast Applicant Pool Audit Labor Pools External View September 22 nd, 2015 Recruiting Strategy © 2015 Talent Strategy Institute © 2004 -2015 Al Adamsen and The Talent Strategy Institute 13

EMSI National Conference 2015 Using Data-based Insight to Inform Talent Strategy Workforce Planning and Total People Spend Long Term Cost Low Consultants Competitive Advantage High Low Full-Time Employees $ $ Contractors/Temps Outsourcers Time Horizon Short September 22 nd, 2015 High Long © 2004 -2015 Al Adamsen and The Talent Strategy Institute 14

EMSI National Conference 2015 Using Data-based Insight to Inform Talent Strategy What We’re Going to Discuss & Explore 1. Talent Strategy Formulation & the Critical Role of Workforce Insight • Insight Derived from Workforce Planning & Analytics 2. External View of Talent Market 3. Internal View of Talent/Employees 4. Identifying & Taking the Best Next Step September 22 nd, 2015 © 2004 -2015 Al Adamsen and The Talent Strategy Institute 15

EMSI National Conference 2015 Using Data-based Insight to Inform Talent Strategy The TSI Workforce Planning Model Talent Planning Attributes of Successful Employees Business & Financial Planning Assessment Strategy Org. Design, Contingent Labor, FT-PT Mix, etc. Talent Capacity & Labor Modeling Social Activity Forecast Applicant Pool • Location • Skills • Experience • Content • Relationships • Other External View Clustering Recruiting Strategy © 2015 Talent Strategy Institute September 22 nd, 2015 © 2004 -2015 Al Adamsen and The Talent Strategy Institute 16

EMSI National Conference 2015 Using Data-based Insight to Inform Talent Strategy Candidate Relationship Management A data-based approach to recruiting and selection Employment Branding Job Boards, Website, Social Media, etc. Applicant Applies Company website/ATS Recruiter Interview Phone Hiring Manager & Other Interviews In-Person Offer Extended Phone Offer Accepted Onboarding New Hire September 22 nd, 2015 © 2004 -2015 Al Adamsen and The Talent Strategy Institute 17

EMSI National Conference 2015 Using Data-based Insight to Inform Talent Strategy The Power of Story Engineering Managers Current Headcount Expected Attrition over 12 months Talent Demand over 12 months 850 -90 1000 Talent Gap Internal Promotion Goal External Recruiting Goal Organization Design/ Restructuring External Help -240 150 90 no Δ none We are growing throughout the United States, thus to execute our business strategy we need 240 new Engineering Managers to come on board over the next 12 months. The need is greater during the first half of the fiscal year thus we need 63% (150) in role within 6 months – or 25 Managers per month. Over the next 3 months we’ll have 84 promotion-ready supervisors, thus 14 of the 25 per month could potentially come from within. Also, 100 more supervisors will be promotion-ready during the second half of the year. This is a shortfall of 56 Managers by year-end. The shortfall is even greater because not all promotion-ready supervisors will be able to relocate to the job location. Also, turnover has to be considered, although it’s only 5% for high potentials compared to 16% for job family overall. We thus estimate we’ll need to source 70 to 110 Managers externally. This number will become more refined as we proceed through the year. To meet the demand for 70 to 110 external hires, we’re going to gather talent market data to identify the best regions in which to brand ourselves and recruit. As such, education, BLS, and social media data indicate we need to prioritize our investments and energy into the mid-west, specifically the great Chicago area. There’s a projected surplus of engineers relative to related job projections for the region. Given the relative strength of our employment brand our comp & ben plans, we’ll likely be very competitive in securing up to 50% of our imminent need from this area. That’s 35 to 55 engineers. The remainder will come from our local area. September 22 nd, 2015 © 2004 -2015 Al Adamsen and The Talent Strategy Institute 18

EMSI National Conference 2015 Using Data-based Insight to Inform Talent Strategy What We’re Going to Discuss & Explore 1. Talent Strategy Formulation & the Critical Role of Workforce Insight • Insight Derived from Workforce Planning & Analytics 2. External View of Talent Market 3. Internal View of Talent/Employees 4. Identifying & Taking the Best Next Step September 22 nd, 2015 © 2004 -2015 Al Adamsen and The Talent Strategy Institute 19

EMSI National Conference 2015 Using Data-based Insight to Inform Talent Strategy Currently Disparate Processes 1. Personal Development 2. Job Design 3. Talent Assessment & Development 4. External Recruiting & Selection September 22 nd, 2015 © 2004 -2015 Al Adamsen and The Talent Strategy Institute 20

EMSI National Conference 2015 Using Data-based Insight to Inform Talent Strategy Right now, how do individuals develop themselves? What do I want to do? What am I good at? How do I achieve it? September 22 nd, 2015 © 2004 -2015 Al Adamsen and The Talent Strategy Institute 21

EMSI National Conference 2015 Using Data-based Insight to Inform Talent Strategy Right now, how are job descriptions created? Responsibilities Qualifications Other September 22 nd, 2015 © 2004 -2015 Al Adamsen and The Talent Strategy Institute 22

EMSI National Conference 2015 Using Data-based Insight to Inform Talent Strategy September 22 nd, 2015 © 2004 -2015 Al Adamsen and The Talent Strategy Institute 23

EMSI National Conference 2015 Using Data-based Insight to Inform Talent Strategy The Personal Assessment & Development (PAD) Framework Skills Behaviors Experience Education/Knowledge Contributions/Accomplishments Activities Relationships Intentions/Passions Compensation/Financial Benefits/Wellness Used for personal visioning, developing a plan/roadmap, identifying one’s personal Board of Directors, how to spend time, etc. © 2015 Talent Strategy Institute September 22 nd, 2015 © 2004 -2015 Al Adamsen and The Talent Strategy Institute 24

EMSI National Conference 2015 Using Data-based Insight to Inform Talent Strategy The Talent Assessment & Development (TAD) Framework Skills Behaviors Experience Education/Knowledge Contributions/Accomplishments Activities Relationships Intentions/Passions Compensation/Financial Benefits/Wellness Used for creating job descriptions, assessing talent, developing talent, and rewarding individual, team, and/or organizational contribution © 2015 Talent Strategy Institute September 22 nd, 2015 © 2004 -2015 Al Adamsen and The Talent Strategy Institute 25

EMSI National Conference 2015 Using Data-based Insight to Inform Talent Strategy The Talent Assessment & Development (TAD) Framework Skills Behaviors Experience Education/Knowledge Contributions/Accomplishments Activities Relationships Intentions/Passions Compensation/Financial Benefits/Wellness Technical skills related to a specific role Behavioral "skills" related to the role, team, and org What someone has done, where they've done it, and for how long: this is an "audit" not a grade of how someone did What someone actually achieved, or what someone is expected to achieve (their goals), over a time period What relationships someone have now; and what relationships can/should be developed What the organization is willing to pay and what an individual wants/needs to live and generate wealth Formal education (certificates, degrees, etc. ) and informal knowledge (books read, workshops taken, etc. ) How someone spent his/her time; and how time should be spent moving forward What goals they have, and what one's energy and focus The additional offerings of an organization in relation to the critical needs or desires of an individual © 2015 Talent Strategy Institute September 22 nd, 2015 © 2004 -2015 Al Adamsen and The Talent Strategy Institute 26

EMSI National Conference 2015 Using Data-based Insight to Inform Talent Strategy Personal Development & Talent Development Two sides of the same coin… Imagine aligning an individual’s needs & desires with those of the organization September 22 nd, 2015 © 2004 -2015 Al Adamsen and The Talent Strategy Institute 27

EMSI National Conference 2015 Using Data-based Insight to Inform Talent Strategy Assessing both Internal & External Talent with the Same Lens External Candidates New Role/Job Description sess s A it & Co Ass e ss &D eve lop u Recr re pa m September 22 nd, 2015 Internal Candidates © 2004 -2015 Al Adamsen and The Talent Strategy Institute 28

EMSI National Conference 2015 Using Data-based Insight to Inform Talent Strategy What We’re Going to Discuss & Explore 1. Talent Strategy Formulation & the Critical Role of Workforce Insight • Insight Derived from Workforce Planning & Analytics 2. External View of Talent Market 3. Internal View of Talent/Employees 4. Identifying & Taking the Best Next Step September 22 nd, 2015 © 2004 -2015 Al Adamsen and The Talent Strategy Institute 29

EMSI National Conference 2015 Using Data-based Insight to Inform Talent Strategy Key Distinctions in Analytics Metrics & Reporting Analysis/ Analytics Advanced Analytics What to do inside an organization vs. with an external partner? September 22 nd, 2015 © 2004 -2015 Al Adamsen and The Talent Strategy Institute 30

EMSI National Conference 2015 Using Data-based Insight to Inform Talent Strategy Value/Impact What Can Be Done Now? Predictive Analytics Optimization/ Machine Learning Scenario Planning/ Simulation Correlation/ Regression Dashboards/ Scorecard Reports Time/Effort September 22 nd, 2015 © 2004 -2015 Al Adamsen and The Talent Strategy Institute 31

EMSI National Conference 2015 Using Data-based Insight to Inform Talent Strategy Value/Impact What Can Be Done Now? Advanced Analytics • What can be leveraged? Risk? • What’s the probability of success? • Predictive Modeling/ROI • Linkage Research Planning/Analytics • What likely caused a change? • What will likely happen? • Forecasting, Scenario Planning • Cluster Analysis, Data Mining Metrics & Reporting • What is happening? • Where is it happening? • Scorecards, Recurring • Scorecards, Reports Recurring Reports • Ad hoc Reports Time/Effort September 22 nd, 2015 © 2004 -2015 Al Adamsen and The Talent Strategy Institute 32

EMSI National Conference 2015 Using Data-based Insight to Inform Talent Strategy 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 Insight A Insight The Story BIGB DATA Velocity Insight C Variety September 22 nd, 2015 © 2004 -2015 Al Adamsen and The Talent Strategy Institute 33

EMSI National Conference 2015 Using Data-based Insight to Inform Talent Strategy Why (& How) Companies Are Increasingly Using Data-driven Insight to Inform Talent Strategy To makin’ great things happen! Presented by Al Adamsen Talent Strategy Institute al. adamsen@talentstrategyinstitute. com 415 -652 -2745 Linked. In: Al Adamsen Twitter: @aladamsen September 22 nd, 2015 © 2004 -2015 Al Adamsen and The Talent Strategy Institute 34