Data is now as integral to our 21st century economy as oil has been for many decades. With the power of data and analytics, several organizations are rethinking their business strategy completely.
However, when we look at data and analytics from an HR or people management perspective, there are some untapped opportunities to make data-driven decisions. What are some of these opportunities? Does a culture change need to happen to positively impact your company’s bottom-line?
This is the material I used at my session at the Great Place to Work Institute in Canada, on April 2015.
I discussed these questions and share case studies on how some organizations are now using their second most important asset (data) to manage their most important asset (people).
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The Rise of People Management Analytics
1. The Rise of
People Management Analytics
Presented by:
Mario Faria
Head and Chief Data Officer
CDO, Inc.
@mariofaria cdo-inc.com
2. Mario Faria
2
About Mario Faria
• Mario was one of the first Chief Data Officers in the world
• Acting as a CDO for the last 5 years in North America, South America,
Europe and Asia
• Passion : Bring order to the chaos
• Leader of teams working in Analytics, Data Monetization, Data Quality,
Data Governance, Operations and Business Architecture
• Motto: “If you do not treat people, technology and data as economic
assets, they will become liabilities”
Mario Faria
Twitter: @mariofaria
Head and Chief Data Officer
CDO, Inc.
http://www.cdo-inc.com/
3. Using your second
most important asset
(data), to manage your
most important asset
(people) to drive
business performance
4. In
May
1915,
The
Boston
Red
Sox
Babe
Ruth
pitching
debut
and
his
first
home
run,
but
…
21. Mario Faria
21
Deep X Operational
Analytics
• Deep Analytics
– Few users
– Complex queries
– Worried about response time
– Dedicated data marts
• Operational Analytics
– Lots users
– Simple queries
– Worried about throughput
– Real time data flow
23. Mario Faria
23
“Measurement drives behavior, and if
we don’t understand how, it drives
behaviors in mysterious ways”
by Frank Buytendijk, Beingfrank Research, Sept 2012
1. Understand the decision making process
2. Understand what the many frameworks in
measurement do for us
3. Understand what can go wrong
4. Understand the culture
24.
25. We
have
become
great
on
using
AnalyIcs
for
MarkeIng
and
sIll
struggle
to
use
it
to
manage
talent,
the
most
important
asset
26. Mario Faria
26
Most HR Data Is Bad Data
“Systems we currently use to reveal our
people only obscure them. We will have to
redesign almost our entire suite of talent
management practices. Use data on
which you can actually run a business”
Marcus Buckingham,
Founder of TMBC
https://hbr.org/2015/02/most-hr-data-is-bad-data
30. People
Management
AnalyIcs
is
responsible
for
transforming
data
assets
into
compeIIve
insights,
for
talent
aLracIon,
retenIon
and
increase
of
performance,
driving
business
decisions
and
acIons,
using
people,
processes
and
technologies
31. Mario Faria
31
What you need to understand
about People Management
Analytics
• Projects are happening
• Data is changing how companies
compete in the marketplace
• They are business projects
• Talent is an scarce resource
• A new breed of professionals is in
need
32. Source
:
Josh
Bersin,
Big
Data
in
HR:
Why
it's
Here
and
What
it
Means
,
November
17,
2012
36. Mario Faria
36
Talent Analytics Job Role
• Define, prioritize and plan the analytics
programs and projects impacting the
organization
• Work very close with HR and the stakeholders
• Conceptualize, create and maintain dashboards
• Must have HR, Finance, Analytics and IT
knowledge
• Provide exceptional customer service
46. Mario Faria
46
1. Planning together with the stakeholders
2. Clear definition of roles and expectations
3. Success metrics
4. Methodology
5. Data
6. Architecture
7. Governance
8. Applications
9. User interface
10. Technology
The priorities in a People Management
Analytics program
52. Mario Faria
52
Executive Support
• Talk the business language
• Frequent and regular
communication
• Go to the Gemba
• See yourself and your team as
a services organization
• Always have the ROI equation
ready
64. Mario Faria
64
People Management Analytics
Teams
• Focus on the execution
• Well-defined and realistic
scope
• Put all activities on the
schedule
• Budget control