Previously in the ‘Demystifying People Analytics’ series I’ve written about where the team should sit (Part I), the skills and capabilities required to do people analytics (Part II) and the vital role of storytelling (Part III).
This time I’m going to provide examples of people analytics projects companies have undertaken to help drive both business and employee outcomes.
The five example projects outlined are spread across the employee lifecycle (workforce planning, talent acquisition, engagement, retention and compliance). Whilst the projects themselves are different, what they share in common is that they were all undertaken to help solve business challenges that were high priority for the organisations concerned.
Cisco – Workforce planning / personalised employee career development
Cisco’s Talent Cloud, which was presented by Ian Bailie at HR Tech World in Paris (see Slideshare) and described in this article by Jill Larsen, has both an employee and business focus. It provides employees with the tools and insights to create personalised work experiences through creating their own personal profile, adding their skills and competencies, and assessing these skills against roles. This helps employees determine suitable career paths within Cisco as well as highlighting learning opportunities that will help them accomplish their goals. Managers can also assess the skills of their team members and identify development opportunities for individual employees to explore. In summary, the Talent Cloud creates transparency for the organisation into employee skills and experience so that leaders can do agile talent planning and Cisco’s employees can take control and initiative with their careers. This is a great example of how data and analytics can create next generation HR technologies that are both personalised for employees whilst offering significant benefit to the business.
LinkedIn – Talent acquisition / Scaling the organisation
Rapid growth is invariably a challenge for the organisation and the recruiters tasked with hiring candidates at the pace required to keep up with demand. This was certainly the case at LinkedIn, as described in this case study by Rebecca White. When Rebecca and her Talent Analytics team were brought in, LinkedIn was growing at 40% every year and the talent acquisition team was struggling to forecast with any degree of accuracy the number of hires and the resources needed to fulfil this demand. By using analytics, Rebecca and the team were able to bring visibility and accountability into the process, so much so that after just one year LinkedIn was able to predict hires within 5% of actuals. This meant that the talent acquisition team was suitably resourced, the hiring demands of the business were met and by predicting so accurately, the analytics team saved the company 15% of its recruiting budget in the first year.
ISS – Engagement linked to business performance
Continue to read David Green’s article here.