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Using Data to “Keep Key Talent” · The Business of Alignment - Powered by The E1B2 Collective

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  People analytics, I'll be the first one to say, I'm not an
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  expert, I'm not great. It's something that I think over
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  the last 15 or 20 years or so, I've obviously picked up a lot
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  of steam and it's something that it's incredibly important to the
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  success of any business, right? There's last time I checked
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  businesses today are still not ready by robots thoroughly, or
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  overall or AI overall. We still have people in place to
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  make decisions, to make impact to build things to execute
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  against things, Etc. So obviously, people analytics
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  is, you know, is a very important factor when trying to
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  utilize Predictive Analytics and predictive models to think about
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  retention to think about attrition to think about
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  productivity to think about engagement, whatever these
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  things are, right? But I came across a phenomenal
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  case study that I just want to highlight because I loved one
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  little piece of it, keeping key Talent at Nielsen.
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  A ihr Academy to innovate HR, put together this beautiful case
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  study around how Nielsen Creativity similar, you know
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  predictive model around understanding and tracking
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  certain analytics that we're going to give them an
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  understanding of how successful someone would be in their first
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  year, and how much retention they would have with employees
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  that they hired within their first year.
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  So inevitably what they decided to do?
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  They decided to understand and unpack about 20 different
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  variables, some of them, including age, gender, tenure
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  manager, rating, and manager rating.
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  That was the piece. So I wanted to highlight was
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  very, very nuanced. Contextual manager rating
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  heavily from the employees point of view manager, raining around
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  the amount of flexibility and nuances.
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  They felt the the, the supervisor had when
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  communicating with them, when getting to know them.
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  When, you know, having and holding one-on-ones, when
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  supporting them being available to them, they had all these
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  little different variables of what they deemed and what they
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  categorize and what they Define. Manager waiting to be.
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  And so, inevitably, what they found out is that within the
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  first year that had to be a certain amount of critical
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  contact points. And if those critical contact
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  points were not had and we're not made within the first year,
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  and what they realized is within the first three, to four months
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  of there weren't a certain amount of critical contact
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  points, that inevitably that new hire would turn and burn
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  themselves out because of whatever reasons, were connected
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  to those critical points. But what I love the most is the
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  fact that They were able to identify how many moments they
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  had with the had many moments, the supervisor had to have with
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  the employee. How many moments is supervisor
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  had, to have to build that context of build that emotional
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  glue, to build those Fabrics, to build that to build that
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  Rapport, they realized that in order to to do this at scale,
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  they had it to utilize Technologies where it would
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  actually trigger a notification to the supervisor to say, hey,
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  it is time for you to have a one-on-one checking about life.
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  It's time for you to have a one-on-one checking with your
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  employee to understand, if you are doing everything in your
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  power, to support them, to, to put them in the best position to
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  win. It's time for you to make sure
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  that they're Learning and Development curve.
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  Doing their first 60 days is actually up to par.
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  Is there anything you need to double down on it?
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  Certainly thing. You need to slow down on, you
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  need to rearrange some things in their overall workflow, their
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  expectations. The, the system would trigger
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  these things to these supervisors and then the head Of
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  departments and the VB VPS of departments in the c-suite, in
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  the HR teams would be able to look at this data across the
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  entire, or can be able to see which leaders, which managers
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  actually adhere to and respected, that trigger
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  respected, that notification, which managers ignored it.
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  Which managers felt that there are platelets too heavy to fool.
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  Do we need to rearrange some of the band within the scope and
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  the expectations and the deliverables of the management?
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  Would do we need to do to make this work?
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  And so I just wanted to kind of highlight this, this idea, this
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  case they do this example that Nielsen did because I think it's
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  super intuitive super intuitive. Super, super thoughtful, super
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  empathetic, super strategic and I love the notifications and I
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  love that the timing. I love the fact that they know
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  how many touch points, how many critical touch points defining
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  what a critical touch point is and how long they needed to be
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  within a certain period of time before that.
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  Employee returning to an employee.
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  That's that's out of critical risk of being of being churned
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  out of the organization and and turn out.
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  Meaning one of the employees raising their hand and saying,
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  we know my I no longer want to be here or whether the lack of
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  critical touch points cause that employees to not be productive
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  where the organization over a six or seven month period of
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  time or saying this individual is not going to be a great fit.
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  So there's so much to cover. I think when it comes to people
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  analytics, I'm going to do a better job of sharing my
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  thoughts. My perspective, my insights in
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  this category, and we'll definitely talk soon.
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  So, as always just a few thoughts, just a few
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  perspectives. Hope this helps we'll talk soon.
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  My perspective, my insights in this category, and we'll
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  definitely talk soon. So, as always just a few
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  thoughts, just a few perspectives.
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  Hope this helps we'll talk soon.