Strategy and Measurement;

talent data and analytics

Paul Turner
 Text Professor Paul Turner

Paul Turner has held professorial positions at Universities in Birmingham,

Cambridge and Nottingham, where he was the UK’s first Executive in
Residence. His previous roles include President (EMEA) Convergys, Group
HR Business Director LTSB, Vice President of the CIPD, a Director of BT and
General Manager for Plessey in Europe and Asia Pacific.

Paul has spoken at conferences around the world; was a judge on the
Middle East, European HR Excellence and the CIPD People Management
Awards; and is the author or co- author of Meaning at Work- Employee
Engagement in Europe (2012),Talent Management in Europe (2012),
Workforce Planning (2010), The Admirable Company (2008), Talent (2007),
Organisational Communication (2003) and HR Forecasting and Planning
(2002). Paul’s new book, written with Danny Kalman is called ‘Make your
people before you make your products’ and will be published by Wiley in
Autumn, 2014
How can we monitor our
progress and measure our
success in our talent
management initiatives?

Process Advantages
-difference in the cost of
talent management against
cost of recruitment
-better tracking of
-improvements in productivity
organisational talent to fill
critical roles
-better alignment of individual
resource allocation against
organisational objectives and
KPI’s
-segmentation into talent
pools for more efficient
management
-allows talent management to
be measured "more
granularly"
Measuring our success
Internal Benefits- Tangible
-availability of talent to
deliver business strategy
-increase success in projects
-Return on Investment in
Talent
-availability of talent to
deliver business strategy
-improvement of retention
rates
-lower turnover at senior
levels of management
-increased employee
satisfaction
-increased diversity of
leadership group
Internal benefits- Intangible
External Benefits
- facilitates ‘a focus on
-improved patient care
strategic capabilities and
strategic jobs as the focal -Improved external
point of workforce stakeholder relations
management’ -improved corporate
-facilitates the answer to the reputation
question; ’What are the key
strategic positions in our
organization, and how should
they be managed?’
-better succession
management to senior
positions
-increased creativity and
innovation to solve
organisational challenges
 DI³
Data
Information
Intelligence
Insight
 DI³
Data
Information
Intelligence
Insight

Information Insight
•Number of employees •Why turnover is so
•Analysis of labour high/low •How the workforce
•By grade and location turnover plan can contribute to
•Benchmarked pay and achievement of
•Numbers in the reward
succession plan and competitive advantage
talent pool through people

Data Intelligence

Step 1
From data
To information
What can organisations do to make sure
they have good workforce information?
Source CIPD 2010
 DI³
Data
Information
Intelligence
Insight

Information Insight
•Number of employees •Why turnover is so
•Analysis of labour high/low •How the workforce
•By grade and location turnover plan can contribute to
•Benchmarked pay and achievement of
•Numbers in the reward
succession plan and competitive advantage
talent pool through people

Data Intelligence

Step 2
From information
to intelligence
What can organisations do to make sure
they convert information to intelligence?
 Workforce Business Insights
Planning 1. Resource Needs (Current & Forecasted)
2. Workforce Related Actions
Acquisition
& Movement 1. Effectiveness of Recruiting Efforts
2. Workforce Migration
Workforce
Performance 1. Effective Use of Top Performers
2. Impact to Retention
3. Effective Management Structure
Demographics
& Diversity 1. Effectiveness of Diversity Programs
2. Early Identification of Gaps in Diversity
Learning &
Development 1. Effectiveness of Development Programs
2. Alignment of Progression to Development

Retention
1. Turnover Issues
2. Loss of Development Investments

Source; Jonathan Ferrar, IBM, Human Asset 2011, Budapest

 DI³
Data
Information
Intelligence
Insight

Information Insight
•Number of employees •Why turnover is so
•Analysis of labour high/low •How the workforce
•By grade and location turnover plan can contribute to
•Benchmarked pay and achievement of
•Numbers in the reward
succession plan and competitive advantage
talent pool through people

Data Intelligence

Step 3
From intelligence
to insight
CIPD(2010) definition of Insight

What are our

organisational and people Organisational
strengths? Insight
Context Insight

What is the context within

which our business is
operating and how does
this affect our people
strategy?

Business Insight
What is the nature of our
company’s competitive
advantage? What is the
role of our people in
delivering this?
 DI³
Data
Data. Information. Quantitative Information
Intelligence. Insight about the workforce-
Numbers employed and
where; Grades,
Demographics
.

Insight
How do our people contribute Information
to competitive advantage?
Internal-turnover, absence
What does the strategic
data, demographics,
workforce plan tell us about
current and future make up of working patterns,
the workforce? DI³ succession planning, talent
How can we ensure that the planning, competence levels
workforce is aligned with achieved, skills
today’s and tomorrow’s External- labour markets
business strategy?
Intelligence
Internal- Workforce knowledge
and skills fit with business
strategy
Cultural fit
Change management
External- demographic trends
Predictive modelling
 Group Exercise- Data Information Intelligence Insight
What information do you have in your NHS unit under the headings below?
What more information do we need to allow us greater effectiveness in talent
management?
How can we get this information?

Data- People Statistics

Collecting data
Analysis of core
HR activity
Information-HR Planning
Linking human capital investment
to business results
Operational planning- skill based Intelligence-HR Analytics
routing etc. Human Capital Analytics
HR Forecasting Predictive modelling
Gap analysis ROI and performance profiling
Strategic Talent Insights
 Group Exercise- Data Information Intelligence Insight
What information do you have in your NHS unit under the headings below?
What more information do we need to allow us greater effectiveness in talent management?
How can we get this information?

Data-People Information-HR Intelligence-HR Strategic talent Insights-

Statistics- core HR activity; Planning- workforce
employee numbers etc. planning; skills planning; skills
gap analysis. succession
planning
Analytics- forecasting to deliver a more effective business
unit ; context, organisation,
or predicting future talent
business
needs; configurations of
teams etc.

500 employees; 50 10% turnover-Caused Our mentoring ?

leavers pa by limited career programmes in
opportunities for Department Y
grade X (as a result of have reduced
EAS intelligence and turnover in grade
PM reviews) X by 50%
 Group Exercise- Data Information Intelligence Insight
What more information do we need ; how can we get this information?
Then how can we use it?

Group Feedback and Discussion

Data- People Statistics

Collecting data
Analysis of core
HR activity Information-HR Planning
Linking human capital investment
to business results
Operational planning- skill based Intelligence-HR Analytics
routing etc. Human Capital Analytics
HR Forecasting Predictive modelling
Gap analysis ROI and performance profiling

Strategic Talent Insights

Strategy and Measurement;
talent data and analytics
Paul Turner