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DIGGING THE NEXT GREAT EMPLOYEE

FOR DELOITTE !
Case project: Deriving business value from
Analytics
– LA Business Inc.
(Group 4- Dipali Rout, Gaurav Karoriwal, Gaurav Vatsa, Manika Kishore, Mohd. Atir, Mohd.
Jawed, Shuchi Srivastava.)
Proposal outline
 Finding the right talent – our business challenge
 Digital profiling to help identifying the right attributes!
 Our Value Proposition & product offering
 AS IS (traditional) vs. TO BE Process model
 Framing the problem at the functional level
 Analytical tools to aid the AS IS process
 Data challenges and way forward


Finding the right talent – biggest challenge for
a professional services firm!
The traditional ways of talent sourcing are proving
to be ineffective in targeting the right talent. While
staple hiring processes do help in providing
disqualifying criteria, profiling the right attitude and
mindset has always been a shot in the dark!

There is a clear need for businesses today to
leverage sophisticated analytics that reveal much
more about personality traits than traditional
methods.
Our Value Proposition & product offering
A complete packaged customizable product which allows the hiring manager to
choose the right attributes for profiling candidates across different levels and job
functions!
Cost savings on existing
recruitment & B/C processes
Value add = +
Opportunity cost of value lost on
existing employees (Inefficiency,
revenue loss)
Costs saved on hiring,
training and salary of
inefficient pool
+
7
9
1
1
5
1
1
2
How Digital profiling will help identifying the traits of a good
hire!
While staple hiring processes do help in providing disqualifying criteria, profiling
the right attitude and mindset has always been a shot in the dark!
Professional
skills
Experience
Behavioral
skills
Qual. &
professional
licenses
Leadership
skills
Attitude,
motivated,
committed
Background
checks
Stable/
flexible
• Criminal records
• Terrorist watch lists
• Credit information
• Motor vehicle reports
• Jobsites statistics
• LinkedIn network
• Face book activity
• Shopping preferences / brand loyalties
• Political / religious associations
• Reading habits
• Audio / video interests – You tube, etc.
• Blogs / on-line authoring
• Gaming
• Tweeting interests
• Likes and following
• Companies / Brands
• Techno-functional
skills
• Achievements
• Performance ratings
• Promotions
Socially
responsible
Honest,
Sincere
Right talent
Understanding data universe!
INTERNAL SOURCE
PERFORMANCE
DATA
EXTERNAL SOURCE
BEHAVIOURAL
DATA
COMPENSATION
DATA
EMPLOYEE
SATISFACTION
SURVEY DATA
EMPIRICAL
DATA
EMPLOYEE
SATISFACTION
SURVEY
ATTRITION RATE
EXIT INTERVIEWS
REPORTS
It is imperative to understand the business objectives and desired
attributes for sourcing the right talent.
Behavioral
skills
AS IS Process model – recruiting traditional way!
Operation
raises Indent for
Hiring
Recruitment
Team initiates
Hiring Process
Acquiring
Profiles
Employee Referrals
Company
Database
Initial screening
of Candidate
Shortlisted
candidates
Interview
Process
Selected
Candidates
BGC -
Traditional
approach
Candidate Hired
BGC
Cleared
BGC -
Rejected
Performance
Evaluation
Generic profiling often
leading to wrong
placement despite
matching technical skills
Costs,
Value erosion
Unproductive
staff
Peer group
demotivation
Negative
brand image
Attrition
TO BE process model – ‘Armed with analytics’
Operation
raises Indent for
Hiring
Recruitment
Team initiates
Hiring Process
Acquiring
Profiles
Employee Referrals
Company
Database
Initial screening
of Candidate
Shortlisted
candidates
Interview
Process
Selected
Candidates
Candidate Hired
BGC
Cleared
BGC -
Rejected
BGC -
Traditional
approach
Performance
Evaluation
Analytics
inputs to save
considerable
time and cost
by fine tuning
the initial
scrutiny
Analytics to provide
additional insights to the
background check processes
 Motivated and engaged employees
 Improved brand image
 Client satisfaction – more revenues
 Positive peer impact
 Longevity – cost savings on recruitment processes
Framing the problem at the functional level
(e.g., Business Analyst)
Characteristics
Business /
Technical
Analyst
Consultant Front Desk Operations
Stability
Index
Skills Index Behavior
Index
Thinker
Doer
Performer
Visionary
Score through social networking using
text mining
Pattern will be
generated
from high
performers &
matched with
new hires
Job changing
pattern of
existing high
performers
Demography
Requirement should be matched with resume and job description
Job
function
0
2
4
6
8
10
12
Front Desk
Analyst
Consultant
Operations
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e.g., - Quantifying attributes into scores
This is my footer
Roles Stability Index Skills Index Behaviour Index Demography
Front Desk
up to 6 up to 6 > 8 >8
Analyst >8 >8 >8 up to 7
Consultant >8 >8 >8 up to 7
Operations >8 >7 >8 up to 3
Desired Indexes for the position of a Consultant -
• Stability Index must be >8
• Skills Index must be >8
• Behavioral Index must be >8
• Demographic Index must be in the range of
1-7
Characteristics Index
Analytical tools to aid the AS IS process
• Text mining & web crawlers (e.g., contribution to the technical forums, white
papers, research articles, open source codes, conference speakerships)
• Decision tree (based on attribute score ranges)
• Network analysis of social media data that focuses on the relationship
between individuals in a way that one can identify the users that act leaders /
influencers and the users that act as followers, as well as determining the
relative strength of the leader for a particular topic or forum
• Social media score cards that give a high level overview of personality traits
• Third party analytics data sourced directly from social and professional portals
Data challenges and way forward
• The user controlled data on the social websites is not readily usable
– May not reflect the true attributes
– May be fudged
– May reflect a biased opinion
– May not be easily quantifiable and mapped to the desired attributes
– Digital profiling may not throw up the right information to match a desired skill set
– Data privacy and confidentiality issues
– Cost of procuring data

• We understand the challenges posed by the plethora of data available today in
the virtual world. As such –
– We use data which is not in users’ control and hence more meaningful for the analysis
– We rely on data which helps mapping the behavioral patterns of an individual
– We have devised and proven techniques to quantify these attributes into a scores, and map them
back to the desired attributes of high performers at each level of hiring.
– Our existing tie ups and mutually beneficial business relationships have enabled us to procure data
at very optimum costs. This has ensured our leadership in this market space.
THANK YOU!