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Revelian's People Analytics 2015
- 2. Information asymmetry People Analytics Challenges Hard to ‘get-at’ data Interpretation Connecting to business outcome Tools of trade Right talent Many talent decisions are made about future workforce They hold all the aces and know more than you do Existing workers and reliability of surveys A lot of useful data is locked away or otherwise inaccessible The catch 22 of proving its useful Making sense of data can be challenging, especially for large unstructured data Even with irresistible evidence it can be difficult to shift the decisions and actions Tools can be expensive What if any do we need? How do we stay agile to opportunity and not be locked in? Analytics professionals are in short supply Where do we source the talent? How to retain them? All Rights Reserved by Revelian 2015
- 3. Information asymmetry Revelian’s Approach Hard to ‘get-at’ data Interpretation Connecting to business outcome Tools of trade Talent in demand Assess the intrinsic qualities of a person Range of assessments to gain objective insight before decisions are made We access some of the difficult data allowing more time to focus on the interesting questions Rigorous results Simplifying interpretation Connecting to actions Working backwards from business problems Working forwards from the data There are many great platforms available at little or no cost A platform is not the answer That takes us back to the start! Making analysts more productive All Rights Reserved by Revelian 2015
- 4. Information asymmetry Case Study 1 – Gamified Assessment Hard to ‘get-at’ data Interpretation Connecting to business outcome Tools of trade Talent in demand All Rights Reserved by Revelian 2015
- 5. Gamified Assessment 1. Demonstration (Example Game Play) 2. Reactions (Top 100 Graduates) 3. Results (KPMG – combined with video interviewing) All Rights Reserved by Revelian 2015
- 6. • 10,000 applicants – 300 jobs • Filter 60 per cent of candidates before KPMG's recruiters look at a single curriculum vitae. • "We turn a lot of people down. Every candidate will become a client or a competitor so it's important everyone of them has a great experience with our brand whether they get a job or not,” • Final round face-to-face interviews - smaller pool, populated with more suitable candidates. 80% instead of 20% offered roles • "We want candidates who demonstrate business critical competencies that are relevant to our evolving business, with its emphasis on innovation and agile working," Ms Harrison added.” All Rights Reserved by Revelian 2015
- 7. Information asymmetry Case Study 2 – Communications Analysis for Performance Hard to ‘get-at’ data Interpretation Connecting to business outcome Tools of trade Talent in demand All Rights Reserved by Revelian 2015
- 8. Customer – Tier 1 professional services business Challenges • 7000 staff (scale) • Multiple geographies and business lines • Appetite to drive business performance using data – Risk of having the wrong leaders (and succession) – Cost of attrition ($20m per year) – Streaming people into suitable paths – Enhancing inclusion and diversity (every voice matters) All Rights Reserved by Revelian 2015
- 9. Approach Sign up Receive personalized reports and Drive • Leadership development • Talent identification • Performance management • Onboarding • Engagement • Cultural change Analyze the whole organization influence analyst leader Performance rating Predict performance (e.g.) All Rights Reserved by Revelian 2015
- 10. All with easy personal sign-up • Easy sign-on for all email platforms • Consent driven sign-up provides transparency • Connects securely to cloud based and on- premise data sources All Rights Reserved by Revelian 2015
- 11. Analyze This Not this Sender:[email protected] Recipient:[email protected] Subject: Good Job Date: 01 Jan 2015 Time: 14:16:44 Hey Michael, Just emailing to let you know that I really appreciated your work on project Megamind. I’ve attached the finished result. We are due to unveil it tomorrow and I’ll be in touch afterwards to talk you through how it went. Rgds, Pete All Rights Reserved by Revelian 2015
- 12. How you communicate impacts on performance AutonomyBurden Analyst Senior Analyst Graduate Senior Leader Low Medium High Low Medium High Low Medium High Low Medium High All Rights Reserved by Revelian 2015
- 13. Analysis in aggregate – leadership risk and HiPo identification All staff Large = High influence Red = Small external network H: Large Green = Promote Partners Large = High influence Red = Small external network H: Small Red = High Partner Risk All Rights Reserved by Revelian 2015
- 14. 12 things that the top performing 30% of senior leaders do with email They are in the loop Top performers attract 37% more traffic than others Broad discussions Top performers get involved in large discussions by a factor of 17% Don’t have all the answers or opinions Are 18% more inclined to distribute than contribute Have a network Draw on a larger group of contacts with 22% more expansive network Cultivate the internal network too Effective senior leaders have a large external network but are 14% less biased toward external Get a reaction Top leaders have a 16% higher value for influence than others They send messages more often Top performers make use the available channels - 24% higher load Don’t wait High performing leaders don’t take too long to craft perfect messages – they are 16% less formal Hit ‘reply’ more often Senior leaders acknowledge and respond and are 13% more responsive Digital ‘open door’ 26% greater transparency - keeping people in the loop not being selective about audience High activity Top performers have higher velocity communication and with bigger groups - 45% more activity Gender blind 12% greater gender neutrality in their correspondence All Rights Reserved by Revelian 2015