MHR Analytics is committed to helping every organisation use this mass of data to obtain actionable insights for real growth. Learn how to identify the real challenges for your organisation from Max Blumberg of the Blumberg Partnership, workforce, Salesforce and analytics advisor.
“People analytics” is a frequently used buzzword. But questions remain as to why this is becoming such a prominent challenge for HR. What are leading organizations doing to develop their understanding of how data analytics can drive better people decisions? In this session, learn what you can start doing tomorrow to accelerate and mobilize your people analytics efforts.
Learning Objectives
• Learn the research and trends in data & analytics.
• Learn what is driving the people analytics movement.
• Learn the barriers to entry for companies.
• Learn how to mobilize your efforts in building out your people & analytics capabilities.
Speaker: Diego Gomez, Vice President of Human Capital Management Transformation, Oracle
Loras College 2014 Business Analytics Symposium | Ron Dimon: EPM Done Right
EPM is the convergence, finally, of better data, better tools, and better processes to empower people at all levels of the organization to answer those basic questions and help improve performance.
Based on his 2013 book (published by John Wiley & Sons), Ron Dimon will show how EPM helps your organization:
-Tap in to all this data for competitive advantage: from new insight to novel action
-Keep people engaged in their work and aligned with strategy
-Conduct "enlightened debates"
-Treat performance improvement as a management process
Ron will share better practices and what some of the leading organizations who have embraced EPM are doing in this interactive and inspiring session.
For more information on the Loras College 2014 Business Analytics Symposium, the Loras College MBA in Business Analytics or the Loras College Business Analytics Certificate visit www.loras.edu/mba or www.loras.edu/bigdata.
Building Partnership to Tell Great Stories was a keynote I gave at the Talent Management Alliance Conference in 2013.
The topic covered my training approach for helping HR Business Partners learn to leverage the products and services of new analytics teams in HR.
A slide deck from a keynote at:
The Talent Management Alliance Conference
Las Vegas, NV
May 2013
Using analytics to turn data into insights regularly provides strategic advantage to all areas of organizations, from marketing to supply chain management and finance.
The formation of an HR Analytics Center of Excellence can enable firms to derive strategic insights from workforce data and justify the investments made in HR programs and technology.
This document summarizes Westpac Banking Corporation's people analytics initiatives. It discusses how Westpac analyzes data on its 39,700 employees to better understand acquisition, onboarding, learning, performance, retention, and attrition. Models are being developed to predict attrition risk, identify at-risk employees, and understand internal talent mobility. The goal is to improve workforce productivity, engagement, and cost reductions through advanced people analytics techniques. Treating data and employees like valuable assets can generate significant returns through improved efficiency and decision making.
Jones Lang Lasalle at The Chief Analytics Officer Forum, Europe
Welcome to the Chief Analytics Officer Forum Europe
On 7th – 9th March 2016, over 80 Chief Analytics Officers and senior analytics leaders met in London for intimate, top-level discussions; dissecting the role of the CAO, exploring innovative case studies and addressing mutual cross-industry challenges. To learn more, visit http://www.caoforumeurope.com/
This event is organised by http://coriniumintelligence.com/
How Talent Analytics Can Help You Maximize Your HR Strategy
For most organizations, the promise of Big Data remains unfulfilled. The vast majority of organizations are stuck in a reporting cycle, churning out lots of metrics, but few insights or solutions. The ability to measure, analyze, and optimize talent practices is now critical to business success.
Many HR organizations have recognized this need and are starting to invest more strategically in measurement and analytics. With a plethora of data, recruiting is an area ripe to take advantage of analytics. With the right tools and capabilities, this data can be turned into competitive advantage.
Check out our webinar feat. Karen O'Leonard, VP of Benchmarking & Analytics Research of Bersin by Deloitte and Wiliam Blackstorm, Sr. Manager Sourcing & Market Intelligence & Director of Global Talent Analytics, Research Division of Cisco to learn:
-Where to start when analyzing recruitment data
-How to build an effective talent analytics capability
-How one organization, Cisco, is using analytics to develop a more effective recruitment strategy
The Role of HR in Reinventing Organisations: Embracing People Analytics
The document discusses the role of HR in reinventing organizations through embracing people analytics. It suggests HR needs to challenge existing frameworks, look to the future, focus on foundational questions before technology, and become workforce technology champions. Successful future organizations will involve HR in strategy, management structures, and behavioral insights. People analytics can help HR transform by providing data-driven insights but also needs to overcome challenges like preference for opinions over data and setting realistic expectations.
The Datafication of HR: Graduating from Metrics to Analytics
This document discusses how HR can graduate from simple metrics to more advanced analytics. It argues metrics like turnover rates only tell part of the story and advanced retention analytics can provide more insight. Similarly, measures like time to hire don't capture effectiveness, while recruiting analytics can provide visualizations to support decisions. The document also outlines common pitfalls to avoid when adopting analytics, such as not starting due to data quality issues or believing traditional data warehouses are necessary.
This document discusses how data and analytics can enable better decision making across businesses. It notes that while data-driven companies are more likely to report improved decision making, only 1 in 3 executives say their organization is highly data-driven. It also discusses challenges such as barriers related to skills and understanding data, and how most companies have not matured in their data analytics capabilities. The document advocates combining data science with business experience and judgment to make the best decisions.
Measuring Employee Performance with HR Analytics - HRMATT
- The document discusses the importance of measuring HR's effectiveness and developing HR analytics.
- It emphasizes defining the purpose of an HR scorecard and identifying key performance indicators relevant to the audience.
- The document also stresses leveraging technology to create and maintain scorecards, as well as effectively communicating HR's impact through metrics and storytelling.
The majority of organizations (54%) use people analytics to improve HR effectiveness today. Organizations more frequently rely on people analytics to improve business outcomes, organizational performance and achieve labor cost savings.
People Analytics allows HR to gain a more strategic role in the organization and clearly show its impact.
Advanced organizations use data to analyze the workforce proactively, make predictions, and create and monitor comprehensive workforce plans to achieve financial success.
HR data has become an strategic priority, but it takes efforts in order to enable the usage of it.
This document discusses how technology can help solve HR challenges and create great workplaces. It describes Great Place IT's TrustImpact solution which uses continuous feedback, action planning and review to drive continuous improvement. The solution provides quick insights, enables deep analysis of results, facilitates action planning and tracking, and allows organizations to measure the impact of actions through continuous surveys. Great Place IT helps organizations analyze survey results, prioritize actions, plan and track progress, and ensure continuous focus on improvements.
People Analytics: Improving the Employee Experience and Productivity
It is true today more than any point in history that talent is a company’s greatest asset. To thrive in our hyper competitive global economy, companies need the right talent to deliver exceptional customer experiences efficiently with minimal risk. Traditionally, Human Resource teams have made decisions on hiring, assigning and developing employees using experience, instinct, and basic statistical data. The same advanced analytics and machine learning techniques we use to improve the customer experience are now being used for our people. People analytics provides insights and enables better and faster data-driven decision making across all aspects of people at work.
Topics covered in this presentation include:
How analytics has changed the customer experience.
Current state of employee engagement and its impact.
Limitations of cognitive decision making process.
What is people analytics?
How companies are using people analytics today?
Challenges in adoption of people analytics.
Guidance to get started on people analytics journey.
Digital transformation is forcing organizations to rethink their IT strategies in order to remain competitive. Adopting digital technologies can help businesses drive stronger customer engagement, realize higher revenue growth than competitors, and better prepare them for change. Successful digital transformation requires modernizing legacy systems, adopting practices like DevOps, implementing predictive analytics, and ensuring effective security, risk and governance programs.
Max Blumberg: How can #PeopleAnalytics prevent incidents like the Twitter fir...
The document discusses how People Analytics functions can justify their continued existence and budget within an organization. It provides examples of steps a People Analytics team could take:
1. Communicate to executives how People Analytics can help achieve business objectives and shareholder returns through evidence-based people processes.
2. Research the organization's business problems, strategic capabilities, workforce issues and people process challenges by interviewing executives.
3. Generate hypotheses about which people processes may be limiting workforce capabilities.
4. Collect both existing and new data to test the hypotheses.
5. Perform quantitative analysis like regression modeling to test whether hypotheses are correct.
6. Implement findings by updating people processes proven to develop the needed workforce
This document provides an overview of a presentation on making workforce analytics stick. It discusses common roadblocks such as lack of dedicated resources and skills. It emphasizes strategic alignment of workforce analytics with business goals and metrics. Executive level reporting of metrics on productivity, turnover, and other topics is recommended. Quick wins, pilot programs, and communicating success can help make workforce analytics initiatives stick within an organization.
This document outlines an agenda for a presentation on making workforce analytics initiatives stick. The presentation covers establishing a business case for workforce analytics, common roadblocks and challenges, and strategies for ensuring initiatives have lasting impact. It recommends aligning analytics with business strategy, conducting executive-level reporting that dollarizes metrics, developing a strategic communication plan, prioritizing quick wins, and piloting programs.
This document outlines an agenda and presentation for a business analytics seminar for credit union executives and board directors. The presentation will define business analytics, explain how it can help credit unions address key issues like margin compression and regulatory compliance, and provide examples of how analytics can be applied to areas like marketing, risk management, and branch performance. Attendees will learn how predictive analytics can help credit unions retain members, optimize pricing, and streamline operations. The presentation will also cover getting started with business analytics projects.
58 Quotes, Facts, Benchmarks, and Best Practices on People and AnalyticsHarrison Withers
This document provides 58 quotes, facts, benchmarks, and best practices related to people analytics. It is intended to support organizations in creating great places to work. The quotes and facts are grouped under headings such as "The Case for HR Analytics", "HR Analytics in Practice", "14 Thoughts on Analytics for Talent Management", "10 Best Practices and Benchmarks for HR Shared Services", and "12 Reasons to Upgrade Your HR Analytics Toolset". The document contains insights from various sources on using data and analytics to improve talent management, demonstrate the value of HR, increase the effectiveness of shared services, and address challenges with current HR systems and tools.
The presentation we gave for the winning entry in the inaugural People Analytics award. Workometry is a text-analytics based employee feedback tool which uses machine learning to aid comprehension.
The What, The Why and the How of People Analytics November 2017Dave Millner
The document discusses people analytics and provides an overview of the topic. It defines people analytics as using data and analytics tools to make faster and more confident business decisions regarding people. It outlines the benefits of people analytics such as increased productivity and engagement. It also discusses how companies that excel at people analytics focus on the business, have a fully involved CHRO, leverage outside resources, and view analytics as a long-term investment that becomes part of their DNA.
“People analytics” is a frequently used buzzword. But questions remain as to why this is becoming such a prominent challenge for HR. What are leading organizations doing to develop their understanding of how data analytics can drive better people decisions? In this session, learn what you can start doing tomorrow to accelerate and mobilize your people analytics efforts.
Learning Objectives
• Learn the research and trends in data & analytics.
• Learn what is driving the people analytics movement.
• Learn the barriers to entry for companies.
• Learn how to mobilize your efforts in building out your people & analytics capabilities.
Speaker: Diego Gomez, Vice President of Human Capital Management Transformation, Oracle
Loras College 2014 Business Analytics Symposium | Ron Dimon: EPM Done RightCartegraph
EPM is the convergence, finally, of better data, better tools, and better processes to empower people at all levels of the organization to answer those basic questions and help improve performance.
Based on his 2013 book (published by John Wiley & Sons), Ron Dimon will show how EPM helps your organization:
-Tap in to all this data for competitive advantage: from new insight to novel action
-Keep people engaged in their work and aligned with strategy
-Conduct "enlightened debates"
-Treat performance improvement as a management process
Ron will share better practices and what some of the leading organizations who have embraced EPM are doing in this interactive and inspiring session.
For more information on the Loras College 2014 Business Analytics Symposium, the Loras College MBA in Business Analytics or the Loras College Business Analytics Certificate visit www.loras.edu/mba or www.loras.edu/bigdata.
Building Partnership to Tell Great StoriesWilliam Gaker
Building Partnership to Tell Great Stories was a keynote I gave at the Talent Management Alliance Conference in 2013.
The topic covered my training approach for helping HR Business Partners learn to leverage the products and services of new analytics teams in HR.
A slide deck from a keynote at:
The Talent Management Alliance Conference
Las Vegas, NV
May 2013
How to Build an HR Analytics Center of ExcellenceAPEX Global
Using analytics to turn data into insights regularly provides strategic advantage to all areas of organizations, from marketing to supply chain management and finance.
The formation of an HR Analytics Center of Excellence can enable firms to derive strategic insights from workforce data and justify the investments made in HR programs and technology.
This document summarizes Westpac Banking Corporation's people analytics initiatives. It discusses how Westpac analyzes data on its 39,700 employees to better understand acquisition, onboarding, learning, performance, retention, and attrition. Models are being developed to predict attrition risk, identify at-risk employees, and understand internal talent mobility. The goal is to improve workforce productivity, engagement, and cost reductions through advanced people analytics techniques. Treating data and employees like valuable assets can generate significant returns through improved efficiency and decision making.
Welcome to the Chief Analytics Officer Forum Europe
On 7th – 9th March 2016, over 80 Chief Analytics Officers and senior analytics leaders met in London for intimate, top-level discussions; dissecting the role of the CAO, exploring innovative case studies and addressing mutual cross-industry challenges. To learn more, visit http://www.caoforumeurope.com/
This event is organised by http://coriniumintelligence.com/
How Talent Analytics Can Help You Maximize Your HR StrategyGlassdoor
For most organizations, the promise of Big Data remains unfulfilled. The vast majority of organizations are stuck in a reporting cycle, churning out lots of metrics, but few insights or solutions. The ability to measure, analyze, and optimize talent practices is now critical to business success.
Many HR organizations have recognized this need and are starting to invest more strategically in measurement and analytics. With a plethora of data, recruiting is an area ripe to take advantage of analytics. With the right tools and capabilities, this data can be turned into competitive advantage.
Check out our webinar feat. Karen O'Leonard, VP of Benchmarking & Analytics Research of Bersin by Deloitte and Wiliam Blackstorm, Sr. Manager Sourcing & Market Intelligence & Director of Global Talent Analytics, Research Division of Cisco to learn:
-Where to start when analyzing recruitment data
-How to build an effective talent analytics capability
-How one organization, Cisco, is using analytics to develop a more effective recruitment strategy
The Role of HR in Reinventing Organisations: Embracing People AnalyticsGlass Bead Consulting
The document discusses the role of HR in reinventing organizations through embracing people analytics. It suggests HR needs to challenge existing frameworks, look to the future, focus on foundational questions before technology, and become workforce technology champions. Successful future organizations will involve HR in strategy, management structures, and behavioral insights. People analytics can help HR transform by providing data-driven insights but also needs to overcome challenges like preference for opinions over data and setting realistic expectations.
The Datafication of HR: Graduating from Metrics to AnalyticsVisier
This document discusses how HR can graduate from simple metrics to more advanced analytics. It argues metrics like turnover rates only tell part of the story and advanced retention analytics can provide more insight. Similarly, measures like time to hire don't capture effectiveness, while recruiting analytics can provide visualizations to support decisions. The document also outlines common pitfalls to avoid when adopting analytics, such as not starting due to data quality issues or believing traditional data warehouses are necessary.
This document discusses how data and analytics can enable better decision making across businesses. It notes that while data-driven companies are more likely to report improved decision making, only 1 in 3 executives say their organization is highly data-driven. It also discusses challenges such as barriers related to skills and understanding data, and how most companies have not matured in their data analytics capabilities. The document advocates combining data science with business experience and judgment to make the best decisions.
Measuring Employee Performance with HR Analytics - HRMATTHRMATT
- The document discusses the importance of measuring HR's effectiveness and developing HR analytics.
- It emphasizes defining the purpose of an HR scorecard and identifying key performance indicators relevant to the audience.
- The document also stresses leveraging technology to create and maintain scorecards, as well as effectively communicating HR's impact through metrics and storytelling.
The majority of organizations (54%) use people analytics to improve HR effectiveness today. Organizations more frequently rely on people analytics to improve business outcomes, organizational performance and achieve labor cost savings.
People Analytics allows HR to gain a more strategic role in the organization and clearly show its impact.
Advanced organizations use data to analyze the workforce proactively, make predictions, and create and monitor comprehensive workforce plans to achieve financial success.
HR data has become an strategic priority, but it takes efforts in order to enable the usage of it.
This document discusses how technology can help solve HR challenges and create great workplaces. It describes Great Place IT's TrustImpact solution which uses continuous feedback, action planning and review to drive continuous improvement. The solution provides quick insights, enables deep analysis of results, facilitates action planning and tracking, and allows organizations to measure the impact of actions through continuous surveys. Great Place IT helps organizations analyze survey results, prioritize actions, plan and track progress, and ensure continuous focus on improvements.
People Analytics: Improving the Employee Experience and ProductivityDr Susan Entwisle
It is true today more than any point in history that talent is a company’s greatest asset. To thrive in our hyper competitive global economy, companies need the right talent to deliver exceptional customer experiences efficiently with minimal risk. Traditionally, Human Resource teams have made decisions on hiring, assigning and developing employees using experience, instinct, and basic statistical data. The same advanced analytics and machine learning techniques we use to improve the customer experience are now being used for our people. People analytics provides insights and enables better and faster data-driven decision making across all aspects of people at work.
Topics covered in this presentation include:
How analytics has changed the customer experience.
Current state of employee engagement and its impact.
Limitations of cognitive decision making process.
What is people analytics?
How companies are using people analytics today?
Challenges in adoption of people analytics.
Guidance to get started on people analytics journey.
Digital transformation is forcing organizations to rethink their IT strategies in order to remain competitive. Adopting digital technologies can help businesses drive stronger customer engagement, realize higher revenue growth than competitors, and better prepare them for change. Successful digital transformation requires modernizing legacy systems, adopting practices like DevOps, implementing predictive analytics, and ensuring effective security, risk and governance programs.
Max Blumberg: How can #PeopleAnalytics prevent incidents like the Twitter fir...Edunomica
The document discusses how People Analytics functions can justify their continued existence and budget within an organization. It provides examples of steps a People Analytics team could take:
1. Communicate to executives how People Analytics can help achieve business objectives and shareholder returns through evidence-based people processes.
2. Research the organization's business problems, strategic capabilities, workforce issues and people process challenges by interviewing executives.
3. Generate hypotheses about which people processes may be limiting workforce capabilities.
4. Collect both existing and new data to test the hypotheses.
5. Perform quantitative analysis like regression modeling to test whether hypotheses are correct.
6. Implement findings by updating people processes proven to develop the needed workforce
This document provides an overview of a presentation on making workforce analytics stick. It discusses common roadblocks such as lack of dedicated resources and skills. It emphasizes strategic alignment of workforce analytics with business goals and metrics. Executive level reporting of metrics on productivity, turnover, and other topics is recommended. Quick wins, pilot programs, and communicating success can help make workforce analytics initiatives stick within an organization.
This document outlines an agenda for a presentation on making workforce analytics initiatives stick. The presentation covers establishing a business case for workforce analytics, common roadblocks and challenges, and strategies for ensuring initiatives have lasting impact. It recommends aligning analytics with business strategy, conducting executive-level reporting that dollarizes metrics, developing a strategic communication plan, prioritizing quick wins, and piloting programs.
Business analytics workshop presentation finalBrian Beveridge
This document outlines an agenda and presentation for a business analytics seminar for credit union executives and board directors. The presentation will define business analytics, explain how it can help credit unions address key issues like margin compression and regulatory compliance, and provide examples of how analytics can be applied to areas like marketing, risk management, and branch performance. Attendees will learn how predictive analytics can help credit unions retain members, optimize pricing, and streamline operations. The presentation will also cover getting started with business analytics projects.
Strategic Workforce Planning: The Key to Organisational SuccessThe HR Observer
Do you know the DNA of your workforce? Even if you do, how does it sync with your organisation’s core business strategy? Knowing the DNA of your workforce and syncing that info with your business strategy is the key to high performing companies. Strategic Workforce Planning helps organisations understand the talent required to deliver their strategy. Without it, you will be paying a significant cost. Ron talks about how to integrate this proven technique into your business process.
Ron Thomas, Chief Executive Officer – Gulf, Great Place to Work
It’s not a secret that the need to modernize traditional finance operations and evolve into a “Digital Finance” organization has become a key priority for finance leaders.
In this video recap of the webinar held on 12/11/ 2019; Raul Vega, Auxis CEO, discussed the key risks and challenges organizations typically face as part of their transformation journey, and how to develop and execute a strategy that provides the business case and outcomes you expect based on your specific company size and needs.
What was covered:
- What does Modern Finance really mean?
- Digitization as a Key Element of the Modern Finance Organization
- Most Common Tools you should be implementing as part of your Digital Finance journey
- What’s driving RPA’s growth?
- Implementation Strategies & Alternatives
- How Outsourcing can help finance executives self-fund their Digital Finance Strategy and drive faster outcomes
Creating Value Through Digital Enterprise Transformation
Originally presented to XPX, CT Chapter. We look at what it takes to create value and reduce risk using digital enterprise transformation to improve your business processes, technology, and talent foundations.
Topics covered include building a roadmap, process improvement, systems improvement including ERP, CRM, BI/Analytics, and eCommerce, how to build a global organization, and how to build a professional management team.
Future HIT Leaders must be a valued strategic partner both internal and external to their organization. They should be an active participant with their C-Suite in defining the organization’s future business vision while providing sound, innovative and flexible technology strategies and solutions. As the provider’s community base expands, HIT Leaders must develop external strategic relationships to effectively support the organization’s short and long term business services. This positions the future HIT Leaders to champion technology value and benefits required to achieve organizational transformation and success. Attendees of this session will explore ways the HIT Leader 3.0 can successfully achieve technology deployment that tightly aligns with the organization’s business vision, strategy and services as well as participate as a key leader in driving the organization’s strategic vision.
Learning Objectives:
Explore new leadership skills and traits required of the future HIT Leaders to enable effectiveness across organizational lines and with their C-Suite peers.
Discuss approaches for the future HIT Leaders to ensure that technology strategies are aligned with both current and planned organizational services in highly dynamic and changing times.
Explore effective skills for the HIT Leader 3.0 in representing their organization to external customers and business associates that leads to successful achievement of the business vision and strategy while leveraging technology strategies.
Russell Branzell, FCHIME, CHCIO
President & CEO
CHIME
The Value Initiative tool suite provides a set of tools to help clients identify value-creating ideas and optimize their project portfolios. The key tools include the Enterprise Value Map, ValueLink, MapIt!, PriorIt!, and Portfolio Landscape. The Enterprise Value Map depicts how value is created and can be used to measure performance, identify projects, and develop hypotheses. ValueLink electronically links improvement initiatives to the Value Map. MapIt! and PriorIt! help allocate projects across the Value Map and prioritize based on risk and value. Portfolio Landscape is a comprehensive tool that manages the full portfolio optimization process. The tools help clients focus on the right projects and initiatives to improve performance.
Move from Business Intelligence to Advanced Analytics by Integrating IBM SPSS...Perficient, Inc.
Standard business intelligence reports and dashboards are effective tools to describe the state of your organization or department. However, there are many questions that these tools cannot address, such as:
Why is this happening?
How will my organization be impacted if these trends continue?
What will happen next?
How can we change the outcome of this situation?
Advanced analytics tools are necessary to accurately and quickly address these questions through statistical analysis, forecasting, predictive modeling and intelligent optimization. By integrating advanced analytics solutions with existing business intelligence platforms, your organization will be better positioned to extract actionable insight from your data to gain a true competitive advantage.
Learn how your organization can extend its business intelligence investments in IBM Cognos TM1 by integrating with IBM's leading advanced analytics platform, SPSS. We'll discuss the capabilities of TM1 and SPSS, integration methodologies and strategies, and demo an integrated analytics environment.
Jeremy Adamson: Minding the Machines: Building and Leading Analytics Data Sci...Edunomica
Jeremy Adamson: Minding the Machines: Building and Leading Analytics Data Science Teams
Data Science Online Camp 2021
Website - https://dscamp.org/
Youtube - https://www.youtube.com/channel/UCeHtPZ_ZLZ-nHFMUCXY81RQ/featured
FB - https://www.facebook.com/Data-Science-Camp-103012708431833
Ironside's VP of Strategy & Innovation, Greg Bonnette, delivered a presentation on "How to Build a Winning Strategy for Data & Analytics" to provide a framework for data-driven decision making.
Andy Vanzurpele HR Planning & Analytics - ING BelgiumHRmagazine
ING startte in 2013 met de uitbouw van HR Analytics om de HR-strategie datagedreven te maken.
Andy Vanzurpele leidde het project van meet af aan en wijst ons graag op een aantal successen en lessen die hij trok. In deze interactieve sessie schetst hij enkele concrete cases en toont hij hoe de resultaten werden toegepast binnen HR en de brede organisatie.
Tallent management ibm smarter workforcegule mariam
The document discusses challenges that companies face in attracting and retaining talent. It notes that addressing talent gaps is a top concern for company executives. A study found that 87% of HR executives say employees feel increased pressure and stress. The document then lists various talent management solutions offered by IBM that can help companies assess skills, develop leaders, engage employees, analyze workforce data and optimize hiring and retention. These include solutions for recruitment, learning, performance management, succession planning and compensation. An example is also given of how IBM tools helped a seasonal employer improve hiring speeds and reduce time to productivity.
5 Steps To Measure ROI On Your Data Science Initiatives - WebinarGramener
1. Measuring ROI from data science initiatives is challenging for many organizations as the outcomes are often not clearly defined, quantified, or attributed to the initiatives. Breaking the chain from data to insights to actions to outcomes is common.
2. A framework is presented for quantifying the value of data science initiatives using 5 steps - define success metrics, measure the metrics, attribute outcomes to causal factors, calculate net costs and benefits to determine breakeven, and benchmark results.
3. The framework is applied to a case study of a beverage manufacturer that used analytics to optimize plant costs. Key metrics like cost savings, employee productivity, and process efficiency were defined and attribution methods like A/B testing were used
A document outlines plans to build a Center of Excellence for Big Data Analytics. It will provide expertise, manage governance practices, and support analytics projects. The COE will maximize quality and efficiency of analytics across business lines. It will focus on business strategy alignment, best practices, advice, community services, communication, technical architecture, support, education, and governance alignment. Keys to success include having a clear strategy, demonstrating value, engaging people, establishing processes, and selecting the right technologies.
A document outlines plans to build a Center of Excellence for Big Data Analytics. It will focus on aligning analytics with business strategy, establishing best practices, advising others, community services, communication, technical architecture, support, education, and governance. The COE will help maximize analytics quality and adoption across the organization. Keys to success include having a clear strategy, demonstrating value, developing skills, optimizing processes, and selecting the right technologies. The COE aims to improve decision-making and help the enterprise gain a competitive advantage through data-driven insights.
Building and Maintaining a High Performing IT OrganizationMichelle Marin
This document provides guidance on building and maintaining high performing IT organizations. It emphasizes that people are the most important factor for success, followed by processes and tools. It recommends establishing a strong leadership culture based on mentoring, empowerment, and recognition. It also stresses the importance of teamwork, relationships, and knowing the business in order to translate IT concepts and align strategies. Specific recommendations include appointing business relationship managers, establishing project management offices, and using a plan-build-run model to structure the organization.
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Amazon Aurora 클러스터를 초당 수백만 건의 쓰기 트랜잭션으로 확장하고 페타바이트 규모의 데이터를 관리할 수 있으며, 사용자 지정 애플리케이션 로직을 생성하거나 여러 데이터베이스를 관리할 필요 없이 Aurora에서 관계형 데이터베이스 워크로드를 단일 Aurora 라이터 인스턴스의 한도 이상으로 확장할 수 있는 Amazon Aurora Limitless Database를 소개합니다.
Airline Satisfaction Project using Azure
This presentation is created as a foundation of understanding and comparing data science/machine learning solutions made in Python notebooks locally and on Azure cloud, as a part of Course DP-100 - Designing and Implementing a Data Science Solution on Azure.
How We Added Replication to QuestDB - JonTheBeachjavier ramirez
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Today, QuestDB supports an unbounded number of geographically distributed read-replicas without slowing down reads on the primary node, which can ingest data at over 4 million rows per second.
In this talk, I will tell you about the technical decisions we made, and their trade offs. You'll learn how we had to revamp the whole ingestion layer, and how we actually made the primary faster than before when we added multi-threaded Write Ahead Logs to deal with data replication. I'll also discuss how we are leveraging object storage as a central part of the process. And of course, I'll show you a live demo of high-performance multi-region replication in action.
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MHR Analytics Summit 2018 | Value Profiling: How to Identify the Real Challenges for your Organisation - Max Blumberg
1. All content remains the property of Blumberg Partnership Ltd
and may only be used with prior written consent
Value profiling:
How to Identify the Real Challenges for Your Organisation
www.maxb.com
[email protected]
+44 (0) 1258 628552
+44 (0) 7768 455345
2. Personal introduction
2
Professional musician
• One hit!
Academic
• Computer science
• Psychology
• Maths
• Visiting Professor, LUBS
• Visiting Research Fellow,
Goldsmiths, U of London
Work
• Accenture
• Technology start-up
Today
• People analytics
• Global sales force
transformation
• AI app development
• Positioning Game
3. Agenda
3
1.
• Why is People Analytics Important?
2.
• The Mechanics of People Analytics
3.
• How to Build a Powerful People Analytics
Function
5. 1st principles: Companies deliver value by making investment decisions about various
assets
5
Investor
ROI
Tangible
assets
Intellectual
capital
Customer
capital
Human
capital
Data
Social
capital
Financial
capital
Investors demand
ROI
6. What can happen if human capital ROI isn’t delivered?
6
Investors leave
Business shrinks
Board replace human capital by automation
wherever possible
Board create a new role whose job is to
achieve desired ROI on human capital
7. What might limit delivery of human capital ROI in your organisation?
7
Attrition
Recruiting the wrong
people
Etc.
What is the likely cause of the above problems?
9. What kinds human capital decisions do managers make?
9
People Process Decisions
• Which job applicant should I hire?
Recruitment:
• How much should we spend on learning
management?
Learning
• What should we measure at performance
appraisals?
Performance managament:
• What competencies are important for high job
performance?
Competency management:
Organizational Design
Decisions
How do we develop a more inclusive
global culture?
How much autonomy is optimal between
group functions and business units?
What is the optimal balance between
FTEs & contractors?
10. We can lay these human capital decisions out like this:
10
PEOPLE
PROCESSES
Level 4
Competency
Management
Rewards &
Recognition
Career
Development
Employee
Relations
Performance
Appraisal
Human Capital
Strategy
Recruitment
Knowledge
Management
Succession
Planning
Learning
Management
Workplace
Design
Change
Management
Workforce
Planning
Human Capital
Infrastructure
WORKFORCE
CAPABILITIES
Level 3
Employee
Engagement
Workforce
Performance
Human Capital
Efficiency
Leadership
Capability
Talent
Management
Workforce
Adaptability
Ability to
Change
Cultural
Alignment
KEY
PERFORMANCE
DRIVERS
Level 2
Productivity
Quality
Innovation
Customers
BUSINESS
OUTCOMES
Level 1
Revenue
Growth
ROIC
Total Return to
Shareholders
Future Value
Capital
Efficiency
11. Important Value Profiling Principles
1. Managers can only make human capital decisions about
people processes. They can’t make any direct decisions
about workforce capabilities, KPDs or business outcomes.
2. All human capital problems are therefore rooted in poor
people process decisions
3. Every block on the right is likely to have multiple causes on
the left (not a single cause)
4. To improve a business outcome, you have to work
backwards through chain to identify the problematic people
process. Then you repair the people process and hope that
these repairs ripple through and fix your business outcome
problems.
11
12. How to ensure ROI from your human capital investments
12
1. Identify a
problematic business
outcome
2. Identify the KPDs
which are causing it
3. Identify the
workforce capabilities
causing the KPD
issues
4. Identify the people
processes causing the
workforce capability
issues
• Ideally, we should start with a
business outcome problem; yet
most companies start with WCs
• That’s the principle, but how do
you apply it?
15. Outputs from the Value Profiling process
15
Workforce
Management
Performance
Appraisal
Knowledge
Management
Human Capital
Strategy
Learning
Management
Human Capital
Infrastructure
HR PROCESSES Level 4
WORKFORCE CAPABILITIES Level 3
Ability to
Change
Employee
Relations
Performance
Appraisal
Recruiting
Workplace
Design
Rewards &
Recognition
Human Capital
Strategy
Career
Development
Learning
Management
Human Capital
Infrastructure
Knowledge
Management
HR PROCESSES Level 4
WORKFORCE CAPABILITIES Level 3
Employee
Engagement
Employee
Relations
Knowledge
Management
Recruiting
Rewards &
Recognition
Employee
Relations
Change
Management
Learning
Management
Succession
Planning
Performance
Appraisal
Human Capital
Infrastructure
HR PROCESSES Level 4
WORKFORCE CAPABILITIES Level 3
Leadership
Capability
Performance
Appraisal
Recruiting
Rewards &
Recognition
Knowledge
Management
Learning
Management
Career
Development
HR PROCESSES Level 4
WORKFORCE CAPABILITIES Level 3
Talent
Management
Business Outcomes
Performance Appraisal
Rewards & Recognition
Career Development
Human Capital Infrastructure
Workplace Design
Recruitment
Learning Management
Human Capital Strategy
Employee Relations
HR Processes
The Three Workforce Capabilities Linked to Capital Efficiency
Leadership Capability Employee Engagement Workforce Performance
Increasing
Impact
KPD: Revenue
The three workforce capabilities
linked to revenue
16. Outputs from the Value Profiling process
16
Perfor
app
HC
infrastr
Rewar
d
WF
plan
Knldg
e
mgt
Succe
ssPlan
Comp
etenc
y mgt
Recruit
Empye
e
relatio
n
Workp
l
design
Caree
r
dvlpm
t
Low High
Medium Priority High Priority
Low Priority Targeted, Incremental,
Improvements Only
High
Low
Impact on Outcome
ImplementationEffectiveness Learning
mgt
HC
strateg
Change
mgt
17. In summary, Value Profiling allows us to answer the following questions:
17
1. Is there a relationship between a people
process and a desired business outcome?
• e.g. Is there a relationship between L&D spend and
innovation?
2. How strong is the relationship between a
people process and a desired business outcome?
• e.g. How strong is the relationship between employee
relations and productivity?
3.Which people processes contribute most to a
desired business outcome?
• e.g.Which people processes contribute most to revenue
growth?
19. The HC decision-making journey
19
1.Anecdotal decisions
2. Reporting and dashboards
3. Data mining
4. Scientific People Analytics
20. 1. Anecdotal decisions
The fundamental reason that we use people
analytics is to avoid anecdotal decision-making
• “It’s obvious that the more you pay, the more productivity you’ll
get”
• “So you’re saying that some test can make better judgements than
me?”
• “I’ve been in this business for 20 years and I know that...”
Human capital decisions are based on gut-feel and
intuition:
• Subjective bias
• Data that the decision-maker already knows
• No sense of looking at multiple factors
Quality is limited by:
21. 2. Reporting and dashboards
21
• employee turnover
• training hours
• time to hire
• cost to hire
• depth of leadership pipeline
• grievances
• safety records
• etc.
Report simple metrics based on
reactive needs e.g.
• Flat reporting
• Comparing across businesses, roles, regions
• Trend analysis
• Benchmarking
Types of reporting
0
1
2
3
4
5
6
7
Performance
22. Reporting and dashboards: Process
22
1. Build data
dictionary
• Data differs
across
• regions
• businesses
• Functions
• Differs how?
• Update
frequency
• Definitions
2. Integrate data
sources
• Migrate multiple
sources to a
single platform
• HRIS
• development
data
• performance
data
• surveys
• operational
data
• “big data”?
3. Create reports,
dashboards and
visualizations
• Centralised or
self-serve
• Integrated tools
from most big
vendors
• Independent tools
e.g. Excel, OrgVue,
Crystal Reports,
etc.
23. Reporting and dashboards notes
23
• Therefore not linked to
KPDs or business outcomes
• Linking to KPDs or business
outcomes therefore still
require anecdotal decisions
No statistical analysis
24. 3. Data mining: Does a change in one factor lead to a change in another?
24
0
2
4
6
8
Performance v Engagement
Performance Engagement
Involves
trawling
through all
available
data looking
for
relationships
Companies
like Google
often include
big data
25. Data mining example
The “real” org chart
Interesting to look at engagement on these “real” teams
25
Peripheral
• Disconnected, risk of exit
• Problem if talented
Central:
• Holds network together
• Can become a bottleneck
• Also a bit of a knowledge broker – if he
leaves, Shapiro, Paine etc. become
disconnected
26. Data mining
Better than reporting
because at least it
looks at how two
factors move together
The problems are that:
• It seldom starts with a
business problem
• You don’t know which
factor caused the other
27. 4. Scientific People Analytics
“Gut feel”,
intuition
Limited to what
the decision-
maker already
knows
29. Scientific People Analytics
29
The key to all scientific
approaches is that they
work systematically
backwards through a
model
1.They start with a
business problem
2.They hypothesise the
causes on the left
3.They test possible
solutions
