ppma annual seminar 2015 - people analytics

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Talent Strategy and Analytics Turning data into insights and action Simon Constance EY Friday 17 th April 2015

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Talent Strategy and AnalyticsTurning data into insights and action

Simon ConstanceEY

Friday 17th April 2015

Introductions and Objectives

• How can a “buzz word” really realize the value of the talent in government today and make a stronger case for investment in people?

• What do we mean by analytics any?

• Some practical examples from the public sector

• How can we embed this?

Page 2

Have we run out of options for getting more from the workforce?

Failing health

economies

(acute and

mental health)

Net budget

reductions

(25-35%)

Care Act

(2014)Welfare Reform

Health & Social

Care Act (2012)

Policy Pressures

Operational Pressures

Legacy delivery

arrangements

(PFI, long term

outsourcing

contacts, etc)

Children &

Families Bill

(2013)

CSR 2013

(Grant

Settlement

Reduction)

Personal

Choice

(education &

social care)

Increasing

demand

(children at risk &

older people)

In summary workforce and talent management is one of the five biggest issues facing the public sector…

DevolutionWorkforceFragmentationDemandAusterity

Page 3

• The need for workforce modernisation, changing the capability of the current workforce

• Three out of 10 councils (29 per cent) have a formal process to spot talent from amongst staff.

Page 4

Theme

What challenges does this presents for managing talent?

• The local government paybill has increased by 0.6 per cent since 2012/13 in absolute terms (from £22.4 billion)

• Seven out of 10 respondents (71 per cent) said their council had reduced the number of staff post

• High-skilled occupations were 71% of the rise in employment from 2009-2014, 25% accounted for by low-skilled occupations.

• The UK population aged 60 – 74 will increase by 1.5m, 90% of jobs created

Capability

Productivity and budget pressures

Changing workforce

Evidence

1. Staff performance

2. Targeted resource

management

3. Talent policy

effectiveness

Area of question

How can we respond to these challenges using talent analytics?

Talent Analytics provides data driven evidence and insights into decision making along the end to end HR process that converts Strategy into Outcomes

Business

outcomes

Stakeholders

The Market

Resourcing

and

recruitment

Role and

competency

design

Reward and

recognition

Career and

succession

Performance

management

Leadership

profile

Integrated

HR levers

Mobility

Learning and

development

Businessstrategy*

Business plan

Workforce plan

*or Business Unit, Division, Function

• Political Stability

• Socio/economic trends

• Labour Market

• Market forecasts

• Technology trends

• Competitor strategy

Page 5

Page 6

So what are we talking about?

The types of analytics The tools used

1. Staff performance – “how can we make the best investments in our workforce?”

2. Targeted resource management – “can we do the same with less?”

3. Talent policy effectiveness – “how do we design more impactful talent policies?”

How can you getting going?

Start small and deliver quick wins

Plan and agree milestones

Run further hypotheses and prove the business case

Continue to build the function

Time

Engage with business to identify suitable business issue

4. Develop the options

5. Option analysis and selection

6. Detailed solution design

7. Solution implementation

8. Evaluation and impact analysis

Developing the solution Delivering value

Process Framework

1. Hypothesis Definition

2. Hypothesis Testing

3. Problem definition

Defining the problem Making the case for change

Problem StatementDefine the problem and raise awareness among key stakeholders

Objectives

Establish the objectives and what will constitute success

Problem Drivers

Analyse problem drivers and levers for resolving the problem

Options

Define the alternatives for addressing the problem

Cost & Benefits

Fully define the costs and benefits of the selected option and the impact of detailed design decisions

Implementation KPIsDefine what a successful implementation looks like and monitor against this

Policy Value

Prioritisation

Establish priorities and criteria for delivering the objectives and evaluate options against these

Objective driven

Problem driven

Decision maker driven

Hypothesis

Define problem hypothesis based on evidence provided by the “Trigger”

Hypothesis Testing

Gather evidence and data to analyse and refine the Hypothesis

Trigger: • HR KPIs• MI Reports• Business

Forecasts• Leadership

Request• Expertise• Benchmarks

Do valid options exist to address the

problem?

Is there evidence to support the Hypothesis

and is it relevant?

Does the solution deliver value for

money?

Decision Points

Embed this in decision making governance

Page 11

Its not the numbers its how you present them…

Page 13

Summary and Lasting Thoughts

Any Questions?