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THE POWER OF HR ANALYTICS TO DRIVE AGILITY
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AGENDATHE IMPORTANCE OF ORGANIZATIONAL AGILITY
THE POWER OF ANALYTICS TO DRIVE WORKFORCE AGILITY
USING PEOPLE ANALYTICS TO BECOME TRULY AGILE
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WHAT DOES ‘ORGANIZATIONAL AGILITY’ REALLY MEAN AND WHY IS IT IMPORTANT?
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ORGANIZATIONAL AGILITY
The ability to sustain performance over time
through the capacity to rapidly sense and respond
to opportunities and challenges – both novel and
familiar – while maintaining its balance to progress
core business objectives.
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SLOWVS.
FAST
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TRUE AGILITY REQUIRES BOTH VELOCITY AND A STABLE BACKBONE
Ve
loc
ity
& A
da
pti
ve
ne
ss I
nd
ex
Stabilizing Backbone Index
CHAOTIC & INCONSISTENT
TRULY AGILE
AT RISK PLODDING ALONG
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Percent of surveys represented
24%CHAOTIC & INCONSISTENT
12%TRULY AGILE
11%AT RISK
53%PLODDING ALONG
Ve
loc
ity
& A
da
pti
ve
ne
ss In
de
x (
z-s
co
re)
Stabilizing Backbone Index (z-score)
ORGANIZATIONS IN OUR DATABASE
SKEW SLOWWHILE MOST HAVE SUFFICIENT BACKBONE
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QUADRANT
PERCEPTIONS OF SHORT-TERM PERFORMANCE FAVOR
At Risk Plodding Along
Chaotic & Inconsistent
Truly Agile
‘TRULY AGILE’
0%
24%
55%
Random chance (25%)% of top quartile perceived same year performance
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0%
24%
55%
48%
26%
3%0%
10%
20%
30%
40%
50%
60%
PERCEPTIONS OF SHORT-TERM PERFORMANCE FAVOR ‘TRULY AGILE’ QUADRANT
PERFORMANCE PERCEPTIONS BY AGILITY QUADRANT(S)
At Risk Plodding Along Chaotic & Inconsistent
Truly Agile
Proportion of surveys in
quadrant(s)
Top Quartile Performance
Bottom Quartile Performance
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4%
6%
16%10-YEAR EBITDA GROWTH % 2007-2017
LONGER-TERM PERFORMANCEALIGNS WITH PERCEPTIONS
Database average (6%)
At Risk Plodding Along
Chaotic & Inconsistent
Truly Agile
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ANY OTHER
AGILE OUTCOMES?
FEWER job searches
INSPIRING managers
CAREER opportunities
MORE organizational pride
DEVELOPMENT emphasis
PRODUCT DESIGN emphasis
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WHAT DO AGILE ORGANIZATIONS DO DIFFERENTLY?
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AGILE VS. AT RISKPRACTICE DIFFERENCES
vs.
TRULY AGILE GROUP is statistically higher than the AT RISK GROUP on:
STRATEGIC RISK
LEARNING CULTURE
MANAGER COMMITMENT
TRUSTING, TRUSTED SENIOR MANAGEMENT
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AGILE VS. AT RISKPRACTICE DIFFERENCES
vs.
TRULY AGILE GROUP is statistically higher than the AT RISK GROUP on:
MORE COLLABORATION
FEWER POLITICS
MORE TECHNOLOGY
LESS ADMIN
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HOW CAN I USE ANALYTICS TO DRIVE WORKFORCE AGILITY?
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INSIGHTS ABOUT WHERE AND HOW TO BUILD, BUY, BORROW AND BOT
EVOLVING TO AN AGILE WORKFORCE
TALENT ECOSYSTEM
BUILDWORKFORCE
SKILLS & EXPERIENCE
BORROWADAPTIVE
WORKFORCE
BOTROBOTICS & AI
BUYHIRE, ACQUIRE
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EXAMPLE ROLE MIX UP TO:
(AI/Robots)TECHNOLOGY HUMAN
DATA SCIENTISTS
IT MANAGERS
IT BUSINESS ANALYSTS
WORKFORCE INSIGHTS
CURRENT WORKFORCEUnderstand where you are today
OPTIMAL WORKFORCE MIX
40%
60%
40%
60%
40%
60%
Adaptive workforceFOR A COMPLETE PICTURE
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SP
LINE STYLE REPRESENTS
SKILLS TRENDS
Total Cost Total Revenue FTE Headcount
$6.5B $6.5B 181,256 192,793
Geography Talent SegmentOrganizational Unit
SELECT SKILL
Python
Company
Industry
Industry Leader
INDUSTRY LEADER
SELECT RELATED SKILL
C/C++Year
Skill Demand Python C/C++
X1
X2
201820172016201520142013
INDUSTRY
Information Technology
WHAT NEW SKILLS ARE TRENDING?
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ANALYTICS AS UNIQUE AS YOU
PRIORITIZE BUSINESS IMPACT
ANALYTIC TALENT IS ‘ADAPTIVE’
PERFECT DATA NOT REQUIRED
TRULY AGILEUSING PEOPLE ANALYTICS TO BECOME
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DISCUSSION
MICHAEL BAZIGOS, PhDManaging Director, Accenture StrategyGlobal Head, Organizational Analytics Practice