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Winning with your talent-management strategy
Article - McKinsey Quarterly
People analytics reveals three things HR may be getting wrong
Article - McKinsey Quarterly
Using people analytics to drive business performance: A case study
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Article - McKinsey Quarterly
Using people analytics
to drive business performance: A case study
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Delving into data often yields counterintuitive insights about employee performance—as this global restaurant chain found out.
Myth busting
Article - McKinsey Quarterly
People analytics reveals three things HR may
be getting wrong
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Dive deeper
Part of the problem: conventional HR beliefs, biases, and blind spots—which people analytics can expose.
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Winning with your talent-management strategy
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Most executives believe their organizations are ineffective at managing talented employees.
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A compelling mash-up of analytics, data, and talent management is showing companies where HR misses the mark.
The data-talent link
In this edition:
Analytics in action
Here are four data insights the global restaurant chain found.
Sparking creativity in teams:
An executive’s guide
Article – McKinsey Quarterly
% of respondents
not very
effective
95%
very effective
5%
Data analytics helped a US insurer retain the employees most likely to leave—those working in smaller teams with longer periods between promotions and lower- performing managers.
A professional-services company’s resume-screening process passed through
15 percent fewer women
than a machine-learning algorithm, as analytics overcame unconscious bias.
An Asian bank thought its best talent came from top academic programs. Hard analysis revealed the most effective employees came from a wider variety of institutions.
Diversity
Attrition
Recruiting
Frequency/duration of interactions
Physical in-location movement
Quality of interactions
Compensation
structure
Management
behaviors
Shift size
Cognitive ability
Commute distance
Previous retail experience
How they
are managed
What they do
Who gets hired
Selected factors correlated with desired outcomes
Affected
outcomes
Myth
busting*
Did not affect
outcomes
Shifts happen
Executives thought longer shifts would ease commutes and scheduling, but the data revealed performance fell off after six hours.
Management is a contact sport
Managers who empower and inspire
and build teams have a bigger-than-expected impact than those with seniority.
Careers over money
Career development and cultural norms had a stronger impact on desired outcomes than financial incentives.
Personality counts
The high performers were get-things-done personality types not, as expected, friendly and sociable people.
Using people analytics
to drive business performance: A case study
Article - McKinsey Quarterly
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*Thought to affect desired outcomes but did not.