revelian's people analytics 2015
TRANSCRIPT
Information
asymmetry
People Analytics Challenges
Hard to ‘get-at’ data Interpretation Connecting to
business outcome
Tools of trade Right
talent
Many talent
decisions are
made about
future
workforce
They hold all
the aces and
know more
than you do
Existing
workers and
reliability of
surveys
A lot of useful
data is locked
away or
otherwise
inaccessible
The catch 22 of
proving its
useful
Making sense
of data can be
challenging,
especially for
large
unstructured
data
Even with
irresistible
evidence it
can be difficult
to shift the
decisions and
actions
Tools can be
expensive
What if any do
we need?
How do we
stay agile to
opportunity
and not be
locked in?
Analytics
professionals
are in short
supply
Where do we
source the
talent?
How to retain
them?
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Information
asymmetry
Revelian’s Approach
Hard to ‘get-at’ data Interpretation Connecting to
business outcome
Tools of trade Talent in demand
Assess the
intrinsic
qualities of a
person
Range of
assessments
to gain
objective
insight
before
decisions
are made
We access
some of the
difficult data
allowing more
time to focus
on the
interesting
questions
Rigorous
results
Simplifying
interpretation
Connecting to
actions
Working
backwards
from business
problems
Working
forwards from
the data
There are
many great
platforms
available at
little or no cost
A platform is
not the
answer
That takes us
back to the
start!
Making
analysts more
productive
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Information
asymmetry
Case Study 1 – Gamified Assessment
Hard to ‘get-at’ data Interpretation Connecting to
business outcome
Tools of trade Talent in demand
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Gamified Assessment
1. Demonstration (Example Game Play)
2. Reactions (Top 100 Graduates)
3. Results (KPMG – combined with video interviewing)
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• 10,000 applicants – 300 jobs
• Filter 60 per cent of candidates before KPMG's
recruiters look at a single curriculum vitae.
• "We turn a lot of people down. Every candidate will
become a client or a competitor so it's important
everyone of them has a great experience with our
brand whether they get a job or not,”
• Final round face-to-face interviews - smaller pool, populated with more suitable
candidates. 80% instead of 20% offered roles
• "We want candidates who demonstrate business critical competencies that are relevant
to our evolving business, with its emphasis on innovation and agile working," Ms
Harrison added.”
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Information
asymmetry
Case Study 2 – Communications Analysis for Performance
Hard to ‘get-at’ data Interpretation Connecting to
business outcome
Tools of trade Talent in demand
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Customer – Tier 1 professional services business
Challenges
• 7000 staff (scale)
• Multiple geographies and business lines
• Appetite to drive business performance using data
– Risk of having the wrong leaders (and succession)
– Cost of attrition ($20m per year)
– Streaming people into suitable paths
– Enhancing inclusion and diversity (every voice matters)
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Approach
Sign up
Receive personalized
reports
and Drive• Leadership development
• Talent identification
• Performance management
• Onboarding
• Engagement
• Cultural change
Analyze the whole
organization
influ
en
ce
analyst leader
Performance rating
Predict performance (e.g.)
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All with easy personal sign-up
• Easy sign-on for all
email platforms
• Consent driven sign-up
provides transparency
• Connects securely to
cloud based and on-
premise data sources
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Analyze This
Not this
Sender:[email protected]
Recipient:[email protected]
Subject: Good Job
Date: 01 Jan 2015
Time: 14:16:44
Hey Michael,
Just emailing to let you know that I really appreciated your work on project Megamind. I’ve attached the finished result. We are due to unveil it tomorrow and I’ll be in touch afterwards to talk you through how it went.
Rgds,
Pete
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How you communicate impacts on performance
AutonomyBurden
Analyst Senior Analyst Graduate Senior Leader
Low Medium High Low Medium High Low Medium High Low Medium High
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Analysis in aggregate – leadership risk and HiPo identification
All staff
Large = High influence
Red = Small external network
H: Large Green = Promote
Partners
Large = High influence
Red = Small external network
H: Small Red = High Partner
Risk
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12 things that the top performing 30% of senior leaders do with email
They are in
the loopTop performers
attract 37% more
traffic than others
Broad
discussionsTop performers
get involved in
large discussions
by a factor of
17%
Don’t have
all the
answers or
opinionsAre 18% more
inclined to
distribute than
contribute
Have a
networkDraw on a larger
group of contacts
with 22% more
expansive
network
Cultivate the
internal network
tooEffective senior
leaders have a
large external
network but are
14% less biased
toward external
Get a
reactionTop leaders have
a 16% higher
value for
influence than
others
They send
messages
more oftenTop performers
make use the
available
channels - 24%
higher load
Don’t waitHigh performing
leaders don’t
take too long to
craft perfect
messages – they
are 16% less
formal
Hit ‘reply’
more oftenSenior leaders
acknowledge and
respond and are
13% more
responsive
Digital ‘open
door’26% greater
transparency -
keeping people
in the loop not
being selective
about audience
High activityTop performers
have higher
velocity
communication
and with bigger
groups - 45%
more activity
Gender
blind12% greater
gender neutrality
in their
correspondence
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