Talent Analytics

Below is a case study on the following:

People Strategy — why does the right talent matter and how to build it and answer the possible questions by Talent Leaders across XYZ company. Please note, sample data has been used for testing.

A. What is happening with talent acquisition and why?
B. Pipeline performance and hiring success
C. Here is to identifying trends, inefficiencies, and opportunities.

Let’s begin by answering A — What is happening with talent acquisition?

Core Workforce Questions.

1. How many people are there? 363 employees

1. How many people are needed? Let’s look at performance reviews, core & value skill set, promotion history and succession preference & scarce resource.

The following data shows us the number of job titles who aren’t marked as adequate in core skills, low in succession preference yet show a high number of scarce resource if a promotion period is due soon. Let’s look at our Engineer.

Here you can see the engineer has current low performance rating (D) and does not have core skills valuable for business impact.

Actionable Recommendation:
a. Evaluate previous performance reviews, current talent profile and why high scarce resource is set in place given core skills are not met.
b. Research past performance metrics in similar roles which bring out variables that have core skills, value performance and high on succession rate.
c. Redefine talent strategy and organization chart to align right talent fits the business model

One company uses machine learning, a branch of AI, to see past skillsets and identify the “secret” to what makes its top salespeople so successful. Then managers teach those winning behaviors when training others to improve their performance. Where humans couldn’t see the automatic, unconscious behaviors and habits of top sales experts, an algorithm could.

B. Pipeline performance and hiring success

Let’s look at a set of sample data on Talent Acquisition Report of FY 2018.

Let’s look at different bottlenecks that may have caused a delay in Time to Hire.

Total number of applicants eligible are 10,041
Total number of new hires are 1,324
Total number of re-hires are 142
Total number of applicants are 28,474

Even though we had 404 postings on the career site and an average of 70 resumes per posting = 28,280 applicants. That leaves us to a surplus of 194 (total number of applicants — total resumes received) applications from different channels — referrals, job boards, social media, events, internal.

Let’s look at the applicant status — we have 2,454 applicants on the eligible list and out of those candidates — 1,324 got hired! (Applicants left on the eligible list — total number of new hires).

So that leaves us with 1,130 passive eligible candidates and let’s take a look on how to increase number of resumes per job post

1. Why are some candidates looking at job ads but clicking elsewhere before submitting the application? In my current role, we utilized HotJar to track. user-activity and behavior with features such as funnel conversations and heat-maps. With the data collected we were able to curate HR webpages and design everything from a user-centric standpoint. We were able to further pin down which sections of the page were slowing down funnel conversations.

Heat Maps to indicate traffic on pages to determine noise and implement user-friendly design features.

1. Unstructured data: Data that lacks structure and must be put into order before it can be analyzed. Research on Glassdoor reviews left by previous candidate shows, delay in interview times, inconsistent feedback and so forth. This candidate data will further help us identify and build a stronger candidate-centric focus, redefine TA guidelines and best practices and build talent pools: essential to engagement.

Talent Pool for Pipeline Management:

One of the research papers I read last year, noted, “Every person we interact with is a possible customer tomorrow.”

I believe this would be a great addition to the candidate profiles and to understand all variables of future talent. It would be essential to capture data for future roles.

C. Here is to identifying trends, inefficiencies, and opportunities.

Recruitment Tracking — which departments are positioned for growth for preparing finance to budget correctly.

In the above report, 30+ workers are under the title General worker haven’t had good performance in total 104 General workers.

The graph shows an example of a general worker who doesn’t have core skills yet rated high on Succession Preference as noted above.

The average age for there 9 employees is 57.9 and average years in service is 30.1 If each worker who succession preference given low performance rate is being paid $48,300 X 5 employees =$241,500.

The recommendation here would be to generate a forecasting model with what if scenario plan to see if growth is possible or is the capacity for workers sufficient for work required. Result would lead to better defining roles and functions.

Thank you so much for taking out the time to read my case study and findings.