© 2016 Beyond the Arc, Inc.

5 new super powers for HR professionals

Data driven HR conference 4/14/2016

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5 new super powers

Special abilities that every HR professional needs:

• Predict the future

• Read minds

• Detect the truth

• Stick like glue

• Make people happy

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Predict the future

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Read minds

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Detect the truth

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Stick like glue

10 Photo credit: https://www.flickr.com/photos/xtheowl/2039729617

Make people happy

© 2016 Beyond the Arc, Inc.

Under the cape

HR use case: attrition

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Business need: An HR manager has been responding to a spike in employee

attrition. In an attempt to analyze the data, the manager wants to examine

factors that might be driving attrition. While some factors appear to

influence attrition the more factors she adds to the charts, the more

complex the picture becomes.

Approach How

Gain insight into main drivers of

attrition.

Identify people most likely to

voluntarily separate based upon

historical data.

Rank order the cases from most

likely to leave, to least likely.

Generate a list of at-risk

employees and distribute to

employee’s managers.

− Use decision trees to identify

the factors that are most

predictive

− Run cluster analyses to find

hidden characteristics that

affect groups of employees

− Incorporate external data, like

commute times or

socioeconomic, and use a data

mining tool to easily analyze

multiple data sources

HR use case: forecast demand for key skills

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Approach How

Use several complementary

methods to evaluate the

relevance of certain data

elements as leading indicators

Forecast need for certain skills at

specific future points in time

Consider changing trends in job

design and organizational

structure (FT vs PT mix,

contingent labor, etc.)

− Do quick iteration through a

number of different methods to

create predictive models with

the best fit. Create ensemble

models including regression, time

series, simulation, and other

algorithms.

− With employee-level data,

Modeler can help identify who to

hire, and when. As well as who to

train/cultivate, and when.

Business need: An HR professional focused on workforce planning wants to

understand the relationships between internal factors, macroeconomic

conditions, and business needs to better forecast talent requirements for both

the near-term and long-term.

HR use case: predict top performers

(and underperformers)

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Approach How

Quantify the financial impact of

each member of the sales team

as measured by the lifetime

value of the sales they are likely

to generate

Analyze employee survey data to

assess job satisfaction to predict

which team members may leave

in any given year

Identify which factors determine

likelihood to be promoted

− Lifetime Value Analysis can

predict sales performance for

each member of the team.

Performance, staffing cost,

turnover and other HR metrics

can be integrated with sales and

financial metrics.

− Experience, educational

background, performance, and

other factors can be used in a

predictive model for promotions.

Business need: A senior sales leader wants guidance on how to connect

hiring activities with job performance. She would like to know which roles

would deliver the most value to the organization, while providing the

greatest opportunity for success and engagement for the candidate.

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Leverage data from many sources

Internal Data from across the enterprise

o Employee feedback

o HR census data

o Survey data

o Facilities data

o Financial data

Social Social media about you and your competitors

o Twitter

o Facebook

o Blogs

o Reviews

External Benchmarking and open data

o Industry data

o Open data

o Salary surveys

o Data vendors

Select the correct analytical tools to find

meaning in your data

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Predict

Propensity

Estimated value

Forecasting

Classify Profile employees

by interests

Segment Identify highly

similar employees

Associate Identify behaviors

commonly

occurring together

Sequence Track common

order of events

Solutions Problems

A diverse toolkit of analytical solutions to HR’s

key business challenges

Business challenge Analytics solution ROI measured in…

Employee acquisition Employee lookalike

targeting

Increased sales and market

share

Employee retention Propensity analysis Decreased employee

attrition

Wellness Propensity analysis More people stick with the

program, positive KPIs

Employee experience Employee journey

mapping

Increased satisfaction

Contextual

communications

Geolocation

analysis

Tailored messaging, varies

by site/location

Targeted HR

marketing

Employee

segmentation

Less clutter and

distraction, decreased

marketing costs

A tasting menu of Big Data analytics for HR

© 2016 Beyond the Arc, Inc.

Wrap up

Solve the

right

problems

Capture the

most value

Put insights

into action

Define

success

metrics

Take a pragmatic approach to

implementation and measure results

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Stakeholder

engagement Quick wins

Success

metrics

Timeline &

roadmap

Key

challenges

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Begin by addressing strategy questions

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A little about us

Highlights and credentials

• Recognized by Forrester Research for our work in culture change, analytics, and CX transformation

• Featured speaker on analytics best practices, Preditctive Analytics World ‘16

• Featured speaker, BAI Retail Delivery Annual Conference 2012-2015

• Faculty Fellow, Pacific Coast Banking School, August 2012

• Featured speaker on social media data mining, American Bankers Association 2013

Recent press

• Fortune, June 2014

• Fox Business, January 2014

• Loyalty Magazine, Summer 2012

• Destination CRM, May 2012

• American Banker/Bank Technology News, Jan 2012

• BAI – Retail Banking Strategies, Jan 2012

• ABA Banking Journal, Jan 2012

• Social Business Today, Customer Experience Management @ TMC.net, and other blogs and online publications

Analytics Strategy Insights Action

Disclaimer and copyright

©2016, Beyond the Arc, Inc. All rights reserved

This document provides our commentary and analysis. The information contained

herein is of a general nature and is not intended to address the circumstances of any

particular individual or entity.

Although we endeavor to provide accurate and timely information, there can be no

guarantee that such information is accurate as of the date it is received or that it will

continue to be accurate in the future. No one should act on such information without

appropriate professional advice after a thorough examination of the particular

situation. No warranty expressed or implied.

The information provided in this presentation is not intended nor should be used as a

substitute for legal advice or other expert opinions and services in specific situations.

This material may not be distributed.

Other company, product, and service names may be trademarks or service marks of

others.

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Thank you

Steven J. Ramirez, CEO

Beyond the Arc, Inc.

Office 1.877.676.3743

Email sramirez@beyondthearc.com

Digital beyondthearc.com

@beyondthearc

Facebook.com/beyondthearc

Slideshare.net/beyondthearc

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