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THE POWER OF HR ANALYTICS TO DRIVE AGILITY
THE POWER OF HR ANALYTICS TO DRIVE AGILITY
AGENDATHE IMPORTANCE OF ORGANIZATIONAL AGILITY
THE POWER OF ANALYTICS TO DRIVE WORKFORCE AGILITY
USING PEOPLE ANALYTICS TO BECOME TRULY AGILE
WHAT DOES ‘ORGANIZATIONAL AGILITY’ REALLY MEAN AND WHY IS IT IMPORTANT?
ORGANIZATIONAL AGILITY
The ability to sustain performance over time
through the capacity to rapidly sense and respond
to opportunities and challenges – both novel and
familiar – while maintaining its balance to progress
core business objectives.
SLOWVS.
FAST
TRUE AGILITY REQUIRES BOTH VELOCITY AND A STABLE BACKBONE
Ve
loc
ity
& A
da
pti
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ne
ss I
nd
ex
Stabilizing Backbone Index
CHAOTIC & INCONSISTENT
TRULY AGILE
AT RISK PLODDING ALONG
Percent of surveys represented
24%CHAOTIC & INCONSISTENT
12%TRULY AGILE
11%AT RISK
53%PLODDING ALONG
Ve
loc
ity
& A
da
pti
ve
ne
ss In
de
x (
z-s
co
re)
Stabilizing Backbone Index (z-score)
ORGANIZATIONS IN OUR DATABASE
SKEW SLOWWHILE MOST HAVE SUFFICIENT BACKBONE
QUADRANT
PERCEPTIONS OF SHORT-TERM PERFORMANCE FAVOR
At Risk Plodding Along
Chaotic & Inconsistent
Truly Agile
‘TRULY AGILE’
0%
24%
55%
Random chance (25%)% of top quartile perceived same year performance
0%
24%
55%
48%
26%
3%0%
10%
20%
30%
40%
50%
60%
PERCEPTIONS OF SHORT-TERM PERFORMANCE FAVOR ‘TRULY AGILE’ QUADRANT
PERFORMANCE PERCEPTIONS BY AGILITY QUADRANT(S)
At Risk Plodding Along Chaotic & Inconsistent
Truly Agile
Proportion of surveys in
quadrant(s)
Top Quartile Performance
Bottom Quartile Performance
4%
6%
16%10-YEAR EBITDA GROWTH % 2007-2017
LONGER-TERM PERFORMANCEALIGNS WITH PERCEPTIONS
Database average (6%)
At Risk Plodding Along
Chaotic & Inconsistent
Truly Agile
ANY OTHER
AGILE OUTCOMES?
FEWER job searches
INSPIRING managers
CAREER opportunities
MORE organizational pride
DEVELOPMENT emphasis
PRODUCT DESIGN emphasis
WHAT DO AGILE ORGANIZATIONS DO DIFFERENTLY?
AGILE VS. AT RISKPRACTICE DIFFERENCES
vs.
TRULY AGILE GROUP is statistically higher than the AT RISK GROUP on:
STRATEGIC RISK
LEARNING CULTURE
MANAGER COMMITMENT
TRUSTING, TRUSTED SENIOR MANAGEMENT
AGILE VS. AT RISKPRACTICE DIFFERENCES
vs.
TRULY AGILE GROUP is statistically higher than the AT RISK GROUP on:
MORE COLLABORATION
FEWER POLITICS
MORE TECHNOLOGY
LESS ADMIN
HOW CAN I USE ANALYTICS TO DRIVE WORKFORCE AGILITY?
INSIGHTS ABOUT WHERE AND HOW TO BUILD, BUY, BORROW AND BOT
EVOLVING TO AN AGILE WORKFORCE
TALENT ECOSYSTEM
BUILDWORKFORCE
SKILLS & EXPERIENCE
BORROWADAPTIVE
WORKFORCE
BOTROBOTICS & AI
BUYHIRE, ACQUIRE
EXAMPLE ROLE MIX UP TO:
(AI/Robots)TECHNOLOGY HUMAN
DATA SCIENTISTS
IT MANAGERS
IT BUSINESS ANALYSTS
WORKFORCE INSIGHTS
CURRENT WORKFORCEUnderstand where you are today
OPTIMAL WORKFORCE MIX
40%
60%
40%
60%
40%
60%
Adaptive workforceFOR A COMPLETE PICTURE
SP
LINE STYLE REPRESENTS
SKILLS TRENDS
Total Cost Total Revenue FTE Headcount
$6.5B $6.5B 181,256 192,793
Geography Talent SegmentOrganizational Unit
SELECT SKILL
Python
Company
Industry
Industry Leader
INDUSTRY LEADER
SELECT RELATED SKILL
C/C++Year
Skill Demand Python C/C++
X1
X2
201820172016201520142013
INDUSTRY
Information Technology
WHAT NEW SKILLS ARE TRENDING?
ANALYTICS AS UNIQUE AS YOU
PRIORITIZE BUSINESS IMPACT
ANALYTIC TALENT IS ‘ADAPTIVE’
PERFECT DATA NOT REQUIRED
TRULY AGILEUSING PEOPLE ANALYTICS TO BECOME
DISCUSSION
MICHAEL BAZIGOS, PhDManaging Director, Accenture StrategyGlobal Head, Organizational Analytics Practice
