analytics strategies: talent management and staff development (269577605)

8/21/2019 Analytics Strategies: Talent Management and Staff Development (269577605)

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Poll #1

• What are the big questions that we want toanswer in higher education?

▫ Please register your response at:

polls.olemiss.edu/1

1



Analytics Strategies: Talent Management andStaf Development

Kathryn F. Gates, Ph.D.

hie! "n!ormation #$cer The %niversity o! Mississippi

Mar& Saine

Senior Director, '(ec)tive and *eadershipDevelopment

T"AA+'F



Agenda

-elcome

Part : The ase !or hange

Part /: Shi!ting !rom Prod)cer to

Partner



About the University of Mississippi

• Also known as Ole Miss

• Public university with aliberal arts focus

• 1! on the "#$ fastestgrowing colleges list for

%&&%'1%▫ (!)1* increase over 1& years

▫ "urrently + %&, students

• Provost -reviously served as

.ean of Accountancy

(



About Me

/

• At 0M for % years• "2O for 3 years• $ducational background in

4ath and co4-uter science• A few of 4y favorite things

• 5echnical work • 6isual and -erfor4ing arts• 7ots of hobbies and interests

• "ooking• 8ardening• Painting• Photogra-hy • 9iking• 5raveling• :$" :-orts



;



“The Era of Datafication”

<5he big data revolution isthat now we can do

so4ething with the data)=

24-roved statistical andco4-utational 4ethods

"reative a--roaches to visuali>ing data)

2nstant access to data through in'4e4ory co4-uting



Impact to i!her E"ucation• ew e@-ectations for re-orting

and analytics

▫ Powerful visuali>ations▫ .ata discovery

▫ 8eos-atial ca-abilities

▫ Multi-le sources 4erged

▫ esults in real ti4e

▫ 7arge datasets• .ata to infor4 -lanning

▫ "ourse offerings

▫ :-ace 4anage4ent

▫ $nroll4ent

• Personali>ed learning

• <Actionable= infor4ation

▫ Plant 4aintenance▫ :tudent recruit4ent

▫ :elf'service dashboards

▫ :tudent success

▫ And 4uch 4ore B

• .ata driven decision 4aking• .ata ca-ability as a strategic

asset

C



Poll #1 $esults

• What are the big questions that we want toanswer in higher education?

3



Terms to %no&Concepts Example Tools

• Predictive 4odeling

• "lickstrea4 analysis• .ata visuali>ation

• eal'ti4e analytics

• 2n'4e4ory databases

• .istributed databases

• 0nstructured data• 5e@t 4ining

• .ata warehouse

• 8eocoding

• 2ntelligence a4-lification

• .ata rich but infor4ation -oor

• #adoo-

• o:D7

• Python

•

• :-lunk

•:tor4• #AA

• 5ableau

Integration of tools and methods

1&



Poll #' ( Analytics Maturity In"e)• We have 25 -rofessionals who

know how to su--ort analytics)

• We have an a--ro-riatenu4ber of data analysts)

• We have business -rofessionals who know how to a--lyanalytics to their areas)

• We have a culture thatacce-ts the use of data to

4ake decisions)• 5here is effective

co44unication betweenour 25 and 2 de-art4ents)

11

Please register your response at:

polls.olemiss.edu/2



1%

Ero4 <%&1/ :tate of the "2OF= Ganuary /F %&1/F "2O Maga>inehtt-HIIwww)cio)co4IarticleI%C;%;&Icio'roleI%&1/'state'of'the'cio)ht4lslide



Impact to *ur *r!ani+ations

• 2nfrastructure and :ervices

• ew Positions and :kills

• ew Org :tructures▫ #ow do 25 and 2 -lay together?

▫ $li4ination of infor4ation silos

• .ata Awareness Across the 2nstitution▫ 8overnance

▫ 6alue of data as an institutional asset

▫ .ata e@-ertise in functional areas

1!



Poll #' $esults

1(



About MeMe and My Family My Work

$@ecutive and

7eadershi-.evelo-4ent

To develop trusted leaders whoinspire, challenge, and enableothers to achieve results that

matter.

7eadershi- 5ransitions5o- 5alent"oaching

MentoringOn'8oing .evelo-4ent



,hiftin! from Pro"ucer to Partner

9esides the 4enuF whatJs the

difference between thee@-erience of ordering lunch

at Mc.onalds and orderinglunch at "hi-otle?

1;




:trategic 5hinking :hifts

1) Kour 6alue

%) Kour "usto4ers

!) ature of "hange

1



Kour 6alue sk ct

WhatJs it like being on

the receiving end when working with you?

#ow do 2 differentiate 4y

work?

Who are 4y keyconstituents?

8et feedback about yourre-utation and a--roach withothers)

otice whatJs working and not working with another)

Write a value -ro-osition)

"reate an elevator s-eech)

.raft a stakeholder analysis)

-our .alue





1) Kour 6alue

%) Kour "usto4ers

!) ature of "hange

13



Kour 6alue sk ct

What does the <world=

look like fro4 their-oint of view?

What are they trying to

solve?

#ow do they view your value?

"onduct interviews with keyconstituents to deter4inetheir key -rioritiesF their keycusto4ersF their a--roach)

Write their value -ro-osition)

Articulate your value-ro-osition and how it hel-ssolve their challenges)

-our /ustomers

%1





1) Kour 6alue

%) Kour "usto4ers

!) ature of "hange

%1



sk

What can 2 antici-ate as 4y role evolves?

What will 2 e@-erience as 4y role evolves?

#ow do 2 hel- others in this change?

The 0ature of /han!e



A Pre"ictable Pattern




.enial




esistance




$@-loration




"o44it4ent




.enial "o44it4ent

esistance $@-loration




.enial "o44it4ent




elpin! *thers

.enial Manage Kourself "o44unicate 6ision "o44unication ationale

Eocus on :hort'5er4 Wins



elpin! *thers

esistance O--ortunities to 5alk 7isten <Allow= negative feelings Model the behavior you want "onsider organi>ational

roadblocks



elpin! *thers

$@-loration Provide direction and s-ecific

assign4ents "oach new skills #el- others own their

situation



elpin! *thers

"o44it4ent 7ink institutional success to

individual co44it4ent ecogni>e individual and

grou- -rogress

"elebrate success



elpin! *thers

.enial Manage Kourself "o44unicate 6ision "o44unication ationale

Eocus on :hort'5er4 Wins

"o44it4ent 7ink institutional success to

individual co44it4ent ecogni>e individual and

grou- -rogress "elebrate :uccess

esistance O--ortunities to 5alk 7isten <Allow= negative feelings Model the behavior you want "onsider organi>ational

roadblocks

$@-loration Provide direction and s-ecific

assign4ents "oach new skills #el- others own their

situation

!;





1) Kour 6alue

%) Kour "usto4ers

!) ature of "hange

!






Mar& Saine


T"AA+'F

!C



roup Discussion

Where are you on the Lourney of

using data and analytics on your ca4-us?

What are your biggest barriers?

!

!3



roup Discussion

What are your <custo4ers=

asking for that you are currentlynot able to deliver?

!3

(&



roup Discussion

On your ca4-usF have you

4erged 2 with 25? 2f soF howhas the boundaries and

res-onsibilities been 4anaged?

2f notF have you considered this?

(1



roup Discussion

As you think about your current

talentF how are you develo-ing your tea4 to <-artner= better

with you <custo4ers?=






Mar& Saine


T"AA+'F

analytics strategies: talent management and staff development (269577605)

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