Tag Archives: HR Analytics

April 18, 2017 · 4:30 am

Employees First

I came across this fascinating white paper from SilkRoad the other day. The Big Shift Puts Employees First:  HR Transforms from Processes and Transactions to Employee Experiences, is the 2017 contribution to their annual State of Talent reports. This shines a light on how the HR tech conversation has switched from tech to employees. The paper opens with this:  ”More than ever, today’s CEOs recognize the tremendous competitive advantage in a workforce that’s highly motivated, excited and tightly connected to business goals. Building a powerful workforce strategy remains front and center for HR teams.”

White papers are, by their nature, primarily marketing documents. The data are collected and analyzed in a way that put a positive light on the vendor/purveyor who commissions the study and report. There appear to be robust data behind this analysis with the use of results from 8 surveys (including one from an analyst firm), fielded throughout 2016, from1,335 respondents in HR leadership positions, It’s a vendor white paper, to be sure, but one of the more interesting I’ve seen.

The topics covered in the report include the following:

  • State of Talent Strategy

  • State of Talent Technology

  • State of the Employee Experience

  • State of Talent Acquisition and the Candidate Experience

  • State of Onboarding and the New Hire Experience

  • State of Talent Development and the Employee Experience

  • State of Analytics and Technology

  • State of HR

  • Top Five Talent Trends

Don’t let this long and timely list deter you from downloading the report:  it’s a compact 30 pages full of graphics and survey data. You can read this in under 30 minutes – and you’ll be smarter for it. These are critical topics for HR leaders and professionals in all industries – all over the world.

Introducing the first chapter, The State of Talent Strategy, 4 disruptors are identified that set the stage for the interesting data and discussions that follow:

Disruptor #1:  Dissatisfaction with HR Technology

Disruptor #2:  Continuing pressure to improve business outcomes

Disruptor #3:  Changing workforce, multiple generations

Disruptor #4:  Differentiation to attract talent

And then the following chart really kicks things off:

These data points then lead the fascinating analysis and discussions that follow. Even keeping in mind that this is a marketing document, it’s extremely well done and brings to light some important (and maybe surprising) shifts in focus and strategy that leaders (not just HR leaders) are contemplating.

You may not agree with all of the conclusions. And you may not have budgets to move forward in all – or many – of these areas. But the findings are fascinating and worthy of further exploration. Download the report here and have at it.

 

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Filed under Big Data and HR, Brandon Hall Group, Candidate Experience, China Gorman, Data Point Tuesday, Employee Engagement, Employee Experience, HR Analytics, HR Data, HR Tech, HR Technology, HR Trends, HRM Technology, SilkRoad, Workplace Strategies

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February 21, 2017 · 4:00 am

Got Culture?

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Gallup’s State of the American Workplace report is out. It’s a lot of information (214 pages!). But it’s important information and you’ll enjoy the most current data from this global collector and analyzer of work related data.

We talk about employee engagement – or some other euphemism for connecting with employees in a human, caring way – all the time. We get at our data through the famous surveys from organizations like Gallup, Great Place to Work™, Quantum Workplace, or Workplace Dynamics – or any of a hundred other providers of culture measurement and strengthening solutions. And we compete in geographical and industry competitions all over the world to claim one of the top spots in great organizational culture lists. All of this to attract and retain world class employees.

I’m a big believer that culture trumps most every other organizational dynamic in the war for talent, innovation, profitability, top line growth, competitiveness and any other thing you might measure. I’ve been quoted frequently as saying that “strong, positive  cultures improve everything we measure that we want to go up, as well as reducing everything we measure that we want to go down.” And it’s true. But intentionally creating and managing the right kind of culture is getting more difficult as the world gets more and more complex: 4 or 5 generations in the workplace; Big Data and Artificial Intelligence; globalization; nationalism; terrorism; population growth; global warming – the list of external dynamics – some might say threats – impact  our organizations’ success as well as how we relate with our employees seems to grow every day.

So, I appreciate organizations that collect data, make sense of it, and then make it available to all of us. I appreciate them a lot. And Gallup does a better job than most. This report, State of the American Workplace, has a ton of interesting data in it. You probably don’t want to read it in one sitting, but you do want to read it all.

In the executive summary, the report lays out the roadmap for leaders to follow in creating organization sustainability:

  • design and deliver a compelling and authentic employer brand
  • take employee engagement from a survey to a cultural pillar that improves performance
  • approach performance management in ways that motivate employees
  • offer benefits and perks that influence attraction and retention
  • enable people to work successfully from locations besides the office
  • construct office environments that honor privacy while encouraging collaboration
  • improve clarity and communication for employees who work on multiple teams

Sounds simple, I know; but any leader who has tried to create a stronger culture knows that this is hard stuff. It’s 3 steps forward, 2 steps back stuff. And Gallup has the data to back it up.

The executive summary ends with this:

“The one thing leaders cannot do is nothing. They cannot wait for trends to pass them by, and they cannot wait for millennials to get older and start behaving like baby boomers.”

The chapters are mini culture theses in themselves:

  1. U.S. workers: increasingly confident and ready to leave
  2. Do employees want what your workplace is selling?
  3. The real truth about benefits and perks
  4. The competitive advantage of engaging your employees
  5. A shift in managing performance
  6. A closer look at the 12 elements of engagement
  7. Making sense of matrixed teams
  8. The changing place and space of work

I encourage you to delve into these chapters and consider the data, the analysis and the conclusions in each. In chapter 2, data are shared that might motivate you to reconsider how you think your employment candidates are evaluating your organization as a potential employer:

gallup-american-workplace-2017-1

Increase in income potential and a well-known brand are not as important as they once were. Did you know that?

There are a number of similar “ah-ha” data points in this report. They are easily accessible, simply constructed and are potential game changers as you think about your organization’s culture and its impact on your ability to retain and acquire the talent you need.

Download it here. I think you’ll gain surprising new insights.

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February 14, 2017 · 4:00 am

What The Heck Is Candidate Experience?

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Well, it’s that time of year. All kinds of new research reports are being published – the kinds of reports that we collect and never seem to have enough time to read. We’ve all got them on our hard drives. But here’s one you’ll download and read. Multiple times. The information is that useful!

Of course, I’m talking about the Candidate Experience 2016 report. It’s here! Talent Board, the non-profit organization behind the data collection, research, and report, has stepped up to the plate again. As background, Talent Board, was founded by Gerry Crispin, Elaine Orler, and Ed Newman, in 2010 to “recognize the candidate experience offered by companies throughout the entire recruitment cycle and to forever change the manner in which job candidates are treated.” Starting first with the North America market, it has since grown to include the United Kingdom, EMEA (Europe, the Middle East and Africa), as well as the Asia Pacific region. I’ll share information from the North America market, but know that there are layers of data and analysis that are truly global in their reach.

For 2016, data were collected from 183,000 candidates who applied to more than 240 organizations who wanted to know what their candidates thought about their experience as employment candidates.

Broken down into three major sections – Attract, Recruit, and Hire – the data collected are fascinating. Within these three sections are subsections that cover the complete candidate experience:  Employer Branding, Recruitment Marketing and Sourcing in the Attract section; Apply, Screen and Disposition, and Interview and Select in the Recruit section; and Offer, Onboarding and New Hire in the Hire section. Within each of these subsections the data and analysis (and case studies), are all organized with the following structure:

  • What It Is
  • What Candidates Want
  • What Employers Are Doing
  • Key Recommendations: What CandE Award Winners Do Better

This structure makes reading the analysis and report easy. Although 114 pages long, it’s easy to work through the material because of its organization. You won’t probably read this in one sitting, but its structure makes it easy to come back and continue reading.

Case studies include organizations like Capital One, CH2M, Delta Airlines, GE, Informatica, and several others. This is good stuff, folks. It shows how leading organizations are thinking about and executing on their need for talent in new and highly impactful ways. Charts abound and they are easy to read and understand, and easy to translate into new approaches and actions in your organization.

Perhaps the simplest graphs that create the case for attending to the candidate experience are these:

cande-report-2016

They create the critical business case for investing in the experience of your employment candidates – just as you would invest in the experience of your employees or customers. Pretty simple stuff. Simple, and hard to execute. The beauty of this report – and the attending webinars, awards, and activities – is that the data and analysis show clearly what strategies are working and what the impact of those strategies are in an increasingly critical market demographic:  your potential employees.

If you aren’t familiar with “candidate experience,” read this report. If you are familiar with “candidate experience,” get involved. The resources provided through Talent Board are extensive. Attending to the experience of your candidates could make the difference in your talent acquisition strategies and plans. And your ability to deliver the foundation for your organization’s growth:  the right people with the right skills at the right time.

 

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Filed under Candidate Experience, CareerXroads, China Gorman, Data Point Tuesday, Demographics, Ed Newman, Elaine Orler, Employer Branding, Gerry Crispin, HR Analytics, HR Data, HR Trends, Selection, Talent Acquisition

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January 10, 2017 · 4:00 am

Is “HR Analytics” an Oxymoron?

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As we head full-on into 2017, a friend sent me the link to a survey analysis that is extremely eye-opening. Still Under Construction:  The State of HR Analytics 2016, conducted and published by the New Talent Management Network, has some compelling data about how HR functions are deploying higher level analytics and how successful they are in deriving actionable insights. I was somewhat surprised at the findings. Maybe you will be, too.

According to the report, the perceived revolution in human resources inspired by the promise of relevance through data-driven insights is largely unrealized. No surprise, right? It’s a quick read, with reader-friendly graphs and charts that should make you feel more normal if your HR analytics investment and programs aren’t moving ahead as quickly as you’d like – or as quickly as you perceive your competitors’ are!

There are three primary findings:

  1. Big Promise; Small Reality

Essentially, there’s lots of talk and very little action. “…most organizations are using the same tools that existed years ago to produce the same analyses companies have always produced.”

  1. Backstabbing Data

“It turns out that the data is dirty – inconsistent, scattered, unreliable and sometimes just plain inaccurate.”

  1. Lean, Green and Unloved

Surprisingly, the HR data analytics push doesn’t seem to be helping: “more companies said their people analytics team hinders their analytics work than helps it.”

All three points above are discussed with interesting data points to support the conclusions. Point three is explained with the following:

still-under-construction-1

The takeaway here is that when there are dedicated people analytics teams in place, they are relatively small, relatively inexperienced, and not being very successful in changing the people practices of the organization. And therefore, confidence in these teams’ output remains low.

Perhaps experience and longevity will help. Or perhaps we’ve gotten the cart before the horse. This paragraph from the report really struck home for me:

“Only basic people analytics are being performed by most organizations, undercutting the popular narrative that companies are rapidly advancing in this space. The only rapid advancement seems to be in adding an HR analytics function, not getting deeper, more meaningful insights from it.”

This report generates real food for thought. I think you’ll find it interesting.

 

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December 13, 2016 · 4:00 am

Talent Acquisition the Data-Driven Way

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Visier’s The Demand for Data-Driven Talent Acquisition report is a very quick read and gives some interesting data to consider as you plan for your 2017 talent acquisition activities. The opening paragraph of this short white paper sets the stage for some interesting data points:

“With countless recruiting-related technologies and assessment options on the market, business leaders might expect that measuring the long-term impact of talent acquisition is a practice that’s well-established and effective. A survey of hiring managers, however, suggests that the reality is just the opposite.”

The bottom line is that still, after massive investments in recruiting technology, it’s still tough to predict the long-term quality of hires. And measuring the impact of the recruiting process is becoming job #1 for many recruiting organizations because their clients, hiring managers, are expecting more.

200 hiring managers from across the U.S. – from a number of industries – took a survey in October 2016. All of the respondents were from organizations employing more than 8,000 people with over $1 billion in annual revenue. The size of the responding employers may well be irrelevant in the discussion of talent acquisition and what continues to challenge organizations of all sizes.

The report is fairly straightforward – just 8 questions are reported in this paper. Two that stuck out to me are pretty obvious, but also pretty revealing:

visier-3

It’s no surprise that managers in larger organizations – remember the respondents were hiring managers not HR or recruiting professionals – want the recruiting process to be improved. Other questions and data in the report show why that would be the case. Hiring managers in larger organizations appear to be challenged by the effectiveness of their recruitment support teams. But beyond finding the right people who will stay in the job, hiring managers also want more data-driven processes when looking for new talent. Data-driven business processes abound in larger organizations and hiring managers are expressing deep interest (70% of them!) in employing data-driven processes for talent acquisition. Makes sense to me.

Visier publishes these bite sized reports fairly often and I enjoy reading them. They open windows of simple (and sometimes all too obvious) insight that can be quite useful.

 

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August 30, 2016 · 4:00 am

Quality of Hire and Data

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“Quality of Hire” is one of those terms – like “engagement” – that we all use and all mean different things when we use it. And there is no standard definition. Directionally, we’re probably all in the same ballpark. But there is no precise, function-wide, commonly agreed-upon, global definition.

That’s why I read with interest Joe Murphy’s Quality of Hire:  Data Makes the Difference. It was published by Wiley in the Summer 2016 issue of Employment Relations Today.

Joe believes that Quality of Hire is not an abstraction or a myth. He believes that “It is a practical measure, comprising core talent acquisition processes and hiring outcome variables. Its factors can be identified, tracked, and reported in both qualitative and quantitative terms.” And then he shows how.

There’s a wealth of critical information in this article if you are not really comfortable with analytics – including predictive analytics. It breaks it down simply. I like the Talent Analytics Maturity Model and the way it is introduced:

Shaker 1

There are 4 phases in the model that progressively advance in terms of the analytics

Primitive

“Primitive analytics is the use of simple methods to organize random, text-based data.” Like that from a resume.

Evaluative

“Evaluative analytics is the mathematical analysis of relevant data.” Assigning numerical values to experience, or skills, or employers and adding them up.

Speculative

“Speculative analytics involves the complex analysis of largely random data and some element of relevant work-related data.” Like that from analyzing “verbal responses, converting spoken words to text to explore patterns and relationships.”

Predictive

“This method is characterized by experiment design and the conducting of correlational analysis with two or more sets of highly structured, job-relevant data.” These can be collected through work product samples and surveys about experience and work style.

The bottom line is this:

The growing use of data and analytics in all stages of the hiring process helps companies make more educated decisions about the people they hire and lessen the randomness of personal judgement in making these hiring decisions.

Moving beyond trying to make sense of random data (like resumes, LinkedIn profiles and notes from an interview) to using relevant data and advanced analytics really will make a difference in hiring outcomes and improve the quality of your hiring. Take a look at this article. Joe does a great job of making the case for the use of analytics to improve quality of hire – and to do it consciously and continuously.

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July 5, 2016 · 4:00 am

Employer Branding Now

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Universum, the global employer branding and market research organization, recently published a new report on the state of employer branding practices. It’s good. If you’re unclear about what employer branding is, this report is for you. If you’re involved – at all – with talent acquisition, this report is for you. If you’ve created your EVP (employee value proposition) and are headed into activation, this report is for you. Because talent is everything in today’s hyper competitive global marketplace, employer branding is becoming a critical part of talent strategy.

The report, Employer Branding Now, is a comprehensive review of what leading organizations around the world are doing to become more successful in connecting with the talent they need. Without giving away the store, the following graph shows how overall investments in recruitment channels are shifting. No surprise that investments in social channels are increasing, along with employee referral programs and alumni networks. On the other side of the coin, it’s probably not surprising that print advertising is sinking rapidly. And while you may have thought job boards were dead, that just isn’t the case. But check out the third-party recruiter channel. Are you surprised?

Universum EBnow

Food for thought here, I think!

The report is the outcome of a yearly survey of approximately 2,500 employer branding managers from around the world. The respondents represent a wide range of industries, and include 100 of the FORTUNE 500.

The actionable insights that conclude the report give helpful direction to those in the thick of employer branding activation, as well as those just starting to work on their EVP:

  1. Create closer alignment between employer brand priorities and talent priorities.

  2. Fully leverage the power of EVPs to deliver greater employer brand focus and impact.

  3. Balance brand consistency with talent segmentation and local targeting.

  4. Invest in quality social media content (no longer a side order, now the meat of the day).

  5. Invest in analytics – effective employer brand strategies are increasingly numbers driven.

The report is delivered in a colorful and easy to read eBook format. It’s a good read with attractive and easily understood graphs and data points. You can get it here.

 

Full disclosure: I chair Universum’s North America Board.

 

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June 14, 2016 · 4:30 am

Human Capital Trends To Think About

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Deloitte’s Human Capital Trends 2016 Report, The new organization: different by design, is definitely worth a read. It’s long – 124 pages – but it will make you smart. Download it and start browsing.

I won’t say much about the content – you need to read it all – except to show you the 10 trends identified as worth our consideration this year. The trends are:

  1. Organization design/The rise of teams

  2. Leadership awakened/Generations, teams, science

  3. Shape culture/Drive strategy

  4. Engagement/Always on

  5. Learning/Employees take charge

  6. Design thinking/Crafting the employee experience

  7. HR/Growing momentum toward a new mandate

  8. People analytics/Gaining speed

  9. Digital HR/Revolution not evolution

  10. The gig economy/Distraction or disruption?

This is a meaty, insightful discussion of the trends facing organizations, leaders, culture and people. Even if you don’t agree with the conclusions, you need to be educated and thoughtful about these ten trends. Take a look:

Deloitte HCM Trends 2016

Down the report here. Now. It’s that important.

 

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March 8, 2016 · 4:00 am

Racing For Talent

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Sometimes research results are organized in complex and hard to consume ways. We’ve all seen those reports, academic treatises and white papers. And then, all too rarely, there are research results that are organized and easily consumable. Here’s one of the good ones: Randstad Sourceright’s 2016 Talent Trends Report. Not only is the information easily accessed, it has a catchy organizing principle: Formula One racing. I know, it seems a bit of a stretch, but it actually works quite well – and Randstad has been the official partner of the Williams Martini Racing Team since 2006. So there’s that.

The report organizes Randstad’s findings into 5 themes, and each theme has a number of trends that their research has identified. Each trend takes a page, and at the end of each theme there is theme/survey summary. The graphics are good and easily understood, and data are compelling. Truly, there’s a nugget (or 3 or 8) for everyone who touches talent.

The 5 themes are:

  1. Navigating a dynamic course
  2. Relying on an agile team
  3. A holistic approach powers talent capabilities
  4. Execute winning tactics
  5. Firing on all cylinders accelerates talent strategy

So those all fit into the racing formula, but it’s the trends that are really compelling. The trends identified within the first and last themes were the most interesting to me:

  1. Navigating a dynamic course
  • Talent is king
  • The impact of regulations on gig workers
  • Talent scarcity threatens business
  • Prepare for a demographic time bomb
  • Reverse brain drain accelerates
  • Employers look to global mobility for talent

We know about all of these trends – or, at least we should. And each trend is supported by data, real world examples and tips for aligning your business and HR practices to support your success. Very useful.

The fifth theme breaks down in the following way:

  1. Firing on all cylinders accelerates talent strategy
  • The evolution of total talent analytics
  • Technology redefines the meaning of remote working
  • Gamification goes mainstream
  • HR accelerates the Internet of Things
  • HR technology integration remains the holy grail
  • Workforce automation heats up
  • Sourcing methodologies and human intelligence become more intertwined

The graph below, in the Theme 1 Summary, is a sample of the kinds of survey responses Randstad collected. And, if you need a wakeup call about the impact of talent scarcity, here it is:

Randstad Talent

Look at the adverse consequences of not having access to the talent you need: threatened leadership continuity and succession, disrupted existing businesses, limited business growth, and delayed product/services launches. These are enormous impacts to the bottom line and future of your organization. If you ever needed data to support greater investment in talent acquistion resources, this would be it.

And in the Theme 5 Summary, this graph looks at which HR technologies are actually enhancing the attraction of quality talent:

Randstad Talent 2

Have you checked out recruitment marketing platforms? How robust are your talent analytics dashboards? Do you provide candidates self-service tools? These are all working for employers around the world in helping to effectively combat talent scarcity.

This is a data-rich, insight-rich report. It’s beautifully organized, the insights are easily consumed, and the data are depicted in simple and engaging visuals. I like this report. A lot. And I suspect I will revisit it more than once.

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January 12, 2016 · 4:30 am

Quality of Hire: A Vaguely Valid Metric?

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In November I wrote about Linkedin’s 2016 Global Recruiting Trends Report (you can re-read it here) and took them to task about their methodology. Turns out they did a bit of a miscalculation and corrected data that looked askew. Good on them. As I looked at a relatively new infographic about their survey data, I was again intrigued by some of their findings. In a good way.

The infographic, found in Linkedin’s Talent Blog, 4 Recruiting Trends to Watch in 2016, boils the report down to 4 key points – and they are good ones:

  • Quality of Hire is the magic metric
  • Employers are finding quality hires faster through professional networks
  • Employer branding is bouncing back as a top priority
  • Employee retention is growing as a top employer priority

The big question raised in my mind by this infographic is: how should we define quality of hire. Linkedin helps us understand that perhaps we should be talking about this a little more than we are.

Linkedin 2016 Quality of Hire

Linkedin’s data show that around the world, the KPIs that define quality of hire shift between three primary metrics:

  1. New Hire Performance Evaluation
  2. Turnover/Retention
  3. Hiring Manager Satisfaction

These are interesting and good metrics. But are they the correct metrics to use in judging wether a hire was a quality hire?

As more employers shun “labeling” performance and leave traditional performance management systems and their inherent biases in the dust, having fair, accurate and reliable performance evaluation metrics may be harder and harder to obtain – especially for employees new to their jobs.

Turnover and retention data are somewhat valuable in that they measure whether the new employee actually commits to their job and the organization and decide to stay. The challenge with this particular measure is that it is two-sided. Employees can quit their jobs if they don’t like their employee experience more easily than employers can fire new employees who don’t perform. It’s hard to make a case that turnover or retention are valid measures of quality of hire.

And hiring manager satisfaction, while maybe the most influential measure, is the least scientifically valid assessment of the three: every manager has their own performance benchmarks that are shaped by their experience, education and time in the job. Certainly a new employee’s ability to create a positive relationship with their boss is significantly influential in creating a positive impression from a performance evaluation perspective. And that makes it only vaguely valid.

It’s interesting that employers in different parts of the world have developed different steps to develop Linkedin’s “magic metric.” That there is not the emergence of a common standard (SHRM or CIPD anyone? Bueller?) creates opportunities for stakeholders to get confused about what is trying to be accomplished. And that just makes it harder to make a business case for a critical aspect of talent management.

I think Linkedin has pointed out an opportunity for significant value in the talent management game:  unless and until we can develop a relatively standard, valid set of KPIs for Quality of Hire, we can’t really make sense of whether or not we’re hiring the great talent we all need. And since having the right talent available to us when and where we need it will make the difference in whether our businesses survive or not, getting a handle on the magic metric just might be helpful.

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