For most organizations, the promise of Big Data remains unfulfilled. The vast majority of organizations are stuck in a reporting cycle, churning out lots of metrics, but few insights or solutions. The ability to measure, analyze, and optimize talent practices is now critical to business success. Many HR organizations have recognized this need and are starting to invest more strategically in measurement and analytics. With a plethora of data, recruiting is an area ripe to take advantage of analytics. With the right tools and capabilities, this data can be turned into competitive advantage. Check out our webinar feat. Karen O'Leonard, VP of Benchmarking & Analytics Research of Bersin by Deloitte and Wiliam Blackstorm, Sr. Manager Sourcing & Market Intelligence & Director of Global Talent Analytics, Research Division of Cisco to learn: -Where to start when analyzing recruitment data -How to build an effective talent analytics capability -How one organization, Cisco, is using analytics to develop a more effective recruitment strategy

1. 1
How Talent Analytics Can Help You
Maximize Your HR Strategy

2. 2
How Talent Analytics Can Help You
Maximize Your HR Strategy
Karen O’Leonard
Vice President, Analytics &
Benchmarking Research
Bersin by Deloitte
Deloitte Consulting LLP
May 2014
William Blackstorm
Sr. Manager – SSMI,
Director Global
Talent Analytics
Cisco
Kelly Payne
Director, Client Success
Glassdoor

3. 3
Topics for Today’s Discussion
 Research: Building an Effective Analytics Capability
 Case in Point: Cisco
 Talent Analytics Tools on Glassdoor
 Q&A

4. 44
Building an Effective Talent
Analytics Capability

5. 5
Operational Reporting
Reactive, Operational Reporting of Efficiency & Compliance Measures •
Focus on Data Accuracy, Consistency, Timeliness
Advanced Reporting
Proactive, Operational Reporting for Benchmarking & Decision-Making •
Multidimensional Analysis & Dashboards
Advanced Analytics
Statistical Modeling and Root Cause Analysis to Solve Business Problems •
Proactive in Identifying Issues & Actionable Solutions
Predictive Analytics
Development of Predictive Models • Scenario Planning •
Risk Analysis & Mitigation • Integration with Strategic Planning
Level 1
Level 2
Level 3
Level 4
Talent Analytics Maturity ModelBersinbyDeloitte
Source: Bersin by Deloitte, 2014

6. 6
Operational Reporting
Reactive, Operational Reporting of Efficiency & Compliance Measures •
Focus on Data Accuracy, Consistency, Timeliness
Advanced Reporting
Proactive, Operational Reporting for Benchmarking & Decision-Making •
Multidimensional Analysis & Dashboards
Advanced Analytics
Statistical Modeling and Root Cause Analysis to Solve Business Problems •
Proactive in Identifying Issues & Actionable Solutions
Predictive Analytics
Development of Predictive Models • Scenario Planning •
Risk Analysis & Mitigation • Integration with Strategic Planning
Level 1
Level 2
Level 3
Level 4
BersinbyDeloitte
4%
10%
30%
56%
Talent Analytics Maturity Model
Source: Bersin by Deloitte, 2014

7. 7
Advancing Takes Effort
Level 2
Advanced Reporting
Level 3
Advanced Analytics
Level 4
Predictive Analytics
Level 1
Operational Reporting
Level of Effort
a
Level of Value
Choke Point
for Most
Organizations
Source: Bersin by Deloitte, 2014

8. 88
In Short: HR is Not There Yet

9. 9
z
Quality Dashboards Team
Data
Culture
IT
Support

10. 10
z
Quality Dashboards Team
Data
Culture
IT
Support

11. 11
Inaccurate data
Invalid
data
Outliers
Missing
data
Conflicting
dataDuplicates
Poorly-defined
data
Lack of Data
Standards
Out-of-date data

12. 12
Changing the Dialogue with Stakeholders
Is this data
correct?
What do we do
about it?

13. 13
Improving Data Quality
Source: Bersin by Deloitte, 2014

14. 14
z
Quality Dashboards Team
Data
Culture
IT
Support

15. 15
Dashboard Capabilities
Customized by audience
Self-service capabilities

16. 16
Highlight Strengths and Weak Points
Source: ADP, 2014

17. 17
Highlight Key Findings
Source: SuccessFactors 2013

18. 18
Understanding Stakeholders’ Needs
Try this:
Stop sending your
stakeholders their
regular reports.

19. 19
Understanding Stakeholders’ Needs
Does anyone notice?
Try this:
Stop sending your
stakeholders their
regular reports.

20. 20
z
Quality Dashboards Team
Data
Culture
IT
Support

21. 21
Staffing Increases by Maturity Level
(Assumes 10,000-person company)
Level 2:
Advanced Reporting
Level 4:
Predictive Analytics
Level 3:
Advanced Analytics
Level 1:
Operational Reporting
Source: Bersin by Deloitte, 2014

22. 22
It Takes A Multi-Disciplinary Team
World Class
Analytics Team Database
Knows
the
business
Consulting
skills
Statistical
modeling
Knows HR
Data
Visualization
Can Tell the
Story I/O
Psychology
IT/Systems
and
database
experience
Source: Bersin by Deloitte, 2014

23. 23
It Takes a Cross-Functional Team
Workforce
Planning
Learning &
Development
Talent
Acquisition
Talent
Management
Leadership
Development
Performance
Management
Employee
Engagement
Compensation
Analytics
Succession
Planning
Source: Bersin by Deloitte, 2014

24. 24
Finance Operations
IT
Business
Leaders
Sales
Marketing
Customers
Workforce
Planning
Learning &
Development
Talent
Acquisition
Talent
Management
Leadership
Development
Performance
Management
Employee
Engagement
Compensation
Analytics
Succession
Planning
Source: Bersin by Deloitte, 2014

25. 25
z
Quality Dashboards Team
Data
Culture
IT
Support

26. 26
33%63%
IT is ―extremely
supportive‖ of our talent
measurement and
analytics efforts
Mature Analytics Teams Have Strong IT
Support
Source: Bersin by Deloitte, 2014

27. Copyright © 2014 Deloitte Development LLC. All rights reserved.27 IMPACT 2014 THE BUSINESS OF TALENT®
The Ugly Part of The Story
Visual
Dashboards
Advanced
Analytics
Predictive
Models
The Ugly Part of The Story
Visual
Dashboards
Advanced
Analytics
Predictive
Models
Data
Integration
Data
Dictionary
Data
Quality
Data
Governance
Data
Entry
Scalable
Computing
Reporting
Tools
Disparate
Systems
Data
Visualization
Data
Analysis
The Ugly Side: Data Management

28. 28
z
Quality Dashboards Team
Data
Culture
IT
Support

29. 29
Which functions have strong analytics capabilities?
HR Lags Behind
15%
56%
58%
77%
81%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
HR
Marketing
Sales
Operations
Finance
Source: Bersin by Deloitte, 2014

30. 30
The Value of Talent Analytics
HR organizations using predictive analytics are…
2X
more likely to
improve their
recruiting
efforts
2X
more likely to
improve their
leadership
pipelines
generating
30%
higher stock
returns than
the S&P 500
over the last
3 years
3X
more likely to
realize cost
savings and
efficiency
gains
Source: Bersin by Deloitte High-Impact Talent Analytics Study 2013Source: Bersin by Deloitte, 2014

31. 3131
Case in Point: Cisco

32. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor
Know Your Talent Through Analytics

33. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor
3 Ways to Ensure Your
Company’s Message Is Working

34. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor
Step #1 : Analyze Reviews & Ratings
Source: glassdoor.com, linkedin.com, Forbes, CNN Money, TechChrunch.com, Business
Insider, PayScale.com, Salary.com
Pros:
• Good work/life
balance
• Strong collaboration
environment
• More relaxed
• Friendly culture
than most tech
companies
• Great place to
develop skills
Hours:
• Open
• Flexible
• Remote work options
for most employees
Resume Review Process
(2 days to 2 weeks):
1. Apply to role
2. Recruiter phone
screen (30-45 min.)
3. Hiring Manager phone
screen (30 min.)

35. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor
Step #1 : Analyze Reviews & Ratings
Source: glassdoor.com, linkedin.com, Forbes, CNN Money, TechChrunch.com, Business Insider, PayScale.com, Salary.com
Intern Interview Process (2 to 6 weeks):
Personal interview — 4 people, 30-45 min each
Campus Pipeline:
High volume of schools and strong campus recruiting
presence. Low impact and low engagement.
Intern/New Grad Turnover: 38% (1 to 3 years)
Retention Rate: 62% (Annual)
Intern Candidate
Generation:
Low/mid touch
model, high volume of
schools, weak online /
ATS applicant system.
Most applicants are
brought in via campus
recruiting vs. online.
Extremely weak apply
online applicants. We are
missing the cream of the
crop who prefer not to
wait in line to engage the
campus team and prefer
an easy way to apply
online or
via mobile at their
convenience.

36. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor
Step #2 : Listen to What They Are Saying
95% employees say reviews from those on the
inside are influential when deciding where to work

37. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor
Step #3: Monitor Your Reputation Over Time
Most job seekers read 4-7 reviews before
forming an opinion of a company

38. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor
The Results

39. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor
Today’s
Candidates

40. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor
What We Know About Today’s Candidates
…so why is it so hard to find the right job and company?
51%have buyer’s remorse
due to an inaccurate picture of the job
95% are influenced by reviews
from those inside the company
69%wouldn’t take a job
with a company that had a bad reputation

41. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor
Talent Analytics Helps You Stay Ahead of the Competition

42. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor
Know Your Reputation
Glassdoor Reputation Scorecard - Cisco Systems
Report Date 2/26/14
Profile Activity 2013 2012 % Change
Page Views 1,539,422 1,228,000 +25%
Ratings & Reviews 2013 2012 % Change All-Time
# of Company Reviews 1,045 884 +18% 3,889
Overall Rating 3.7 3.7 0% 3.5
Culture & Values 3.7 3.7 0% 3.7
Work/Life Balance 3.8 3.8 0% 3.8
Senior Management 3.1 3.2 -3% 3.1
Comp & Benefits 3.8 3.6 +6% 3.6
Career Opportunities 3.4 3.3 +3% 3.2
CEO Rating 77% 74% +4% 75%
% Recommend to a Friend 79% 79% +0% 76%
% Positive Business Outlook 38% 44% -13% 37%
Overall Rating by Current vs Former Employees
% Reviews by Current Employees 65% 72% -9% 71%
Current Employee Rating 3.8 3.7 +3% 3.6
Former Employee Rating 3.6 3.5 +3% 3.4
Interview Reviews 2013 2012 % Change All-Time
# of Interview Reviews 295 251 +18% 906
Difficulty Rating 3.0 3.0 0% 3.0
% by Experience
Positive 73% 69% 5% 65%
Neutral 16% 21% -25% 23%
Negative 12% 10% +13% 12%
% by Outcome
Accepted Offer 57% 58% -2% 52%
No Offer 38% 35% +11% 40%
Declined Offer 5% 7% -34% 7%
% of Declined with Negative Experience 7% -36% 12%
Avg. Interview Cycle Time (in days) 32.0 18.1 +77% 22.6

43. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor
The DNA of Your Talent Pool
Education
High School (3.7%)
College (64.7%)
Graduate School
(31.6%)
Years Experience
0-1 (28.7%)
2-5 (30.5%)
1-10 (22%)
11+ (22%)
Gender
Female (18.8%)
Male (81.2%)
Age
<18 (0.3%)
18-24 (26.1%)
25-34 (37.9%)
35-44 (21.4%)
45-54 (10.9%)
55+ (3.4%)

44. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor
Helping People Find The Jobs & Companies They Love
6Mcontent
300Kcompanies
15Mjobs
190countries
22Mmembers
has become the most
trusted and transparent
place for today’s candidates
to search for jobs and
research companies
Member growth over 4 years
48%
of job seekers
use Glassdoor
(Source: Software Advice Report, Jan 2014)

45. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor
Employer BrandingJob Advertising Data & Analytics
About Glassdoor

46. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor
The Results We See
2xbetter applicant quality
vs traditional job boards
30% lower cost-per-hire
than other recruitment channels
3xmore influence
over candidates’ decisions

47. Confidential and Proprietary © Glassdoor, Inc. 2008-2014 #Glassdoor
Questions?

48. 4848
Karen O’Leonard
Vice President, Benchmarking &
Analytics Research
Bersin by Deloitte
Deloitte Consulting LLP
koleonard@deloitte.com
LinkedIn: KarenOLeonard
William Blackstorm
Sr. Manager – SSMI Strategic
Sourcing and Market
Intelligence & Global
Talent Analytics Research Division
Cisco
wiblacks@cisco.com
Kelly Payne
Director Client Success
Glassdoor
Twitter: kelly_payne22
Kelly.payne@glassdoor.com

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50. 5050
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