build, buy or rent? leveraging talent analytics to plan for tomorrow’s workforce

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Build, Buy or Rent? Leveraging Talent

Analytics to Plan for Tomorrow’s Workforce

Speaker: Stacia Sherman Garr

Senior Analyst, Talent Management

Bersin & Associates

Moderator: Daniel Margolis

Managing Editor

Talent Management magazine

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Daniel Margolis

Managing Editor

Talent Management magazine



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Stacia Sherman Garr

Senior Analyst, Talent Management

Bersin & Associates

Build, Buy or Rent? Leveraging Talent Analytics to

Plan for Tomorrow’s Workforce

Copyright © 2012 Bersin & Associates. All rights reserved.

Build, Buy or Lease? Leveraging Talent Analytics to Plan for

Tomorrow’s Workforce

Stacia Sherman Garr

Senior Analyst, Bersin & Associates

Copyright © 2012 Bersin & Associates. All rights reserved. Page 8

About Us

Who We Are • Bersin & Associates empowers HR and

learning organizations to drive bottom line

impact through world class research and

consulting

Practices • Enterprise Learning

• Human Resources

• Leadership Development

• Talent Acquisition

• Talent Management - Career Management

- Performance Management

- Workforce Planning

Services • WhatWorks® Membership

• Research-based consulting services

• IMPACT: The industry’s premiere conference on the Business of Talent

• Bersin Basics

Human

Resources

Leadership

Development

Learning &

Development

Talent

Acquisition

Talent

Management


Serving the World’s Most Successful Organizations


Agenda

Why Workforce Analytics?

• The Pros and Cons of Each Strategy

• Accessing Talent for Each Strategy

• Case in Points

Build, Buy or Lease?

Key Takeaways and Q&A


Why Analytics? A Story of How Dow Chemical Adjusted to its Volatile Industry


Key Talent Challenges

Source: Q3 2012

TalentWatch

survey, n = 291


Top Talent Issues The majority of critical issues are related to identifying talent

needs and filling them

Source: Q3 2012

TalentWatch

survey, n = 291


Poll: Which Talent Challenges are Most

Critical To Your Organization?

Filling critical skill gaps

Identifying talent gaps

Filling talent gaps quickly

Planning for future talent needs

Developing HR metrics


Level 4: Enterprise Workforce Planning Strategic Workforce Planning on a Companywide Level

Level 3: Strategic Workforce Planning Alignment with Business Strategy, Workforce Segmentation

Level 2: Workforce Analytics Workforce Skill Gap Analysis, “What-If” Scenarios

Level 1: Headcount Planning Headcount Data Collection, Headcount Analysis, Static Data Reporting

Bersin & Associates’ Workforce Planning

Maturity Model®


A Modern Approach to

Workforce Planning

Assess organizational

readiness Collect data Analyze data

Identify workforce supply and

demand

Determine talent gaps

Develop action plan

(Build, Buy or Lease)

Evaluate the process

Source: Bersin & Associates, “A Modern Approach to Workforce Planning,” 2009.


Data Can Come From a Variety of

Sources

Workforce Planning Analysis

Enterprise Resource Planning (ERP)

systems and associated business

intelligence tools

Data from integrated talent management

systems and / or niche providers with associated business

intelligence tools Data from

proprietary and third-party statistical analyses packages / business forecasting

tools


Example Data Sources

Performance

Management Talent Profiles Images courtesy of Taleo.


Types of Analyses

Images courtesy of Taleo.


Avoid This!

Cartoon Copyright of Dilbert, by Scott Adams.


Create Insight and Actionable

Recommendations

Identify critical

business outcomes

Leverage statistics

experts

Identify the factors that

predict those better

outcomes

Develop a clear,

prioritized action plan


Outputs of Analyses

Current

Talent Supply

& Its Relative

Importance

Forecasted

Talent Demands

Prioritized List of

Talent Needs


Case in Point: Large Communications

Company Learns to Find “Waldo”

Source: www.findwaldo.com website, 2012.

http://www.findwaldo.com/


Decisions, Decisions: Build, Buy or

Lease?


Critical Skills Considerations for Build,

Buy and Lease

Build

• Danger to the business if these skills are not present

• Skills that cannot be purchased

• Skills that are cheaper to build and no immediate urgency

• Skills needed down the road

Buy

• Skills needed now for today’s growth

• Skills the organization doesn’t know how to grow

• Critical skills that recently left the organization

Lease

• Skills for which there is uncertainty in demand

• Skills for which there is uncertain budget

• Skills new to the organization (and hard to hire for)

• Skills required for only limited projects


Risks for Build, Buy and Lease Strategies

• Lengthy ramp-up time

• Change in priorities impacts funding

• Ineffectiveness at teaching new skills

• Insularism reduces fresh ideas and perspectives

Build

• Too many new people change culture and perceived opportunities

• Increased risk from new hire failure

• Compensation budgets and morale affected by premiums paid to external talent

Buy

• Poor estimation of work results in higher costs

• Project failure due to poor design

• Try before buy fails

Lease


Where Do You Find the Talent?


Source #1: Current Employees

Coaching Development

Plans

Career

Management Learning


Case in Point: Savannah River Nuclear

Solutions

Evolving SRNS’s Purpose Toward

Sustainable Energy

50% of SRNS’s

Employees Eligible to

Retire Within 5 Years

Using IDPs to Help Keep

Critical Knowledge

Within SRNS


Source #2: Outside the Organization

Ensure clarity on skills

necessary to hire

Leverage employee

referrals and other sources

to find the right people

Analyze which sources yield

the best candidates


Case in Point: Cargill Gives Access to

the Magic

• 6 reports accessible to business units and HR

• Tracked active requisitions, recruitment activity, source

effectiveness, time to fill, median days in process, and

applicant pool demographics

• HR provided reference guides to help business units


Source #3: Alumni

Already know your

organization and fit with your

culture

Likely could step back into a

role within your organization

easily

Continuing to serve as brand

ambassadors


Implementing an Alumni Program

Establish Purpose

~ Establish purpose of engaging alumni

~ Set goals

~ Determine success metrics

Gather and Create Information

~ Consolidate emails

~ Create interesting static content

~ Develop platform for dynamic content

Engage and Expand

~ Invite members through targeted communications

~ Ensure content remains sticky

~ Expand relationship through branding, recruiting and business development


Case in Point: S&P

Source: S&P alumni website, 2012.


Source #4: Contingent Workers

Trend toward looking at contingent

workers like people – not pencils

Leading companies see the capability to

hire by ability as critical to their

company’s agility and competitive

stance.

When deciding who you need consider:

• Required timeframe

• Skills Needed

• Type of Worker


Case in Point: Ryder

Source: Ryder website, 2011.


Key Takeaways

Talent analytics has the potential to be an

extremely powerful tool

With talent analytics, don’t stop at insight –

recommend action

Develop a prioritized action plan

Leverage a variety of talent sources • Current employees

• Outside hires

• Alumni

• Contingent Workers


Thank you, and please join us at Bersin IMPACT 2012

April 10-12, 2012


Stacia Garr

Senior Analyst,

Talent Management

Questions or Follow Up:

[email protected]

http://blogs.bersin.com/stacia.garr

www.linkedin.com/in/staciashermangarr

Twitter: StaciaGarr

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