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Talent Strategy and Analytics
Turning data into insights and action
Simon Constance
EY
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
Business
strategy*
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
implement
ation
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
Statement
Define 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
KPIs
Define 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?

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PPMA Annual Seminar 2015 - People Analytics

  • 1. Talent Strategy and Analytics Turning data into insights and action Simon Constance EY Friday 17th April 2015
  • 2. 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
  • 3. 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
  • 4. • 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
  • 5. 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 Business strategy* Business plan Workforce plan *or Business Unit, Division, Function • Political Stability • Socio/economic trends • Labour Market • Market forecasts • Technology trends • Competitor strategy Page 5
  • 6. Page 6 So what are we talking about? The types of analytics The tools used
  • 7. 1. Staff performance – “how can we make the best investments in our workforce?”
  • 8. 2. Targeted resource management – “can we do the same with less?”
  • 9. 3. Talent policy effectiveness – “how do we design more impactful talent policies?”
  • 10. 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
  • 11. 4. Develop the options 5. Option analysis and selection 6. Detailed solution design 7. Solution implement ation 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 Statement Define 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 KPIs Define 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
  • 12. Its not the numbers its how you present them…
  • 13. Page 13 Summary and Lasting Thoughts