HRO Today April 2016 - 30

Talent Management
Case Study: The Power of Predictive Analytics
A Q&A with Lori Hock, CEO Americas for Hudson and Rebecca Valladares, senior vice president of relationship management for
Hudson
Why do you leverage predictive analytics?
We use predictive analytics to get ahead of the game. In the
past you may have been able to get access to certain analytics,
but it would have been much more manual and inefficient.
Now we have access to analytics in real time, which allows for
better decision-making and greater efficiencies.
Things move so fast, making real-time data a game changer.
Predictive analytics in the past was highly subjective, based
largely on interpretation and emotion. Tools, like Joberate,
offer us the opportunity to move past subjective opinion to
the use of quantifiable data, making the prediction more
relevant.
From a CEO's perspective, predictive analytics can feed both
the micro and macro components of business strategy, such
as identifying areas for improvement, pinpointing training
and coaching needs, or analyzing the candidate market for
a potential facility move. It's extremely valuable when used
right.
From a recruitment perspective, if we are tracking a pool of
1,000 top candidates, 800 of them will be satisfied in their
current roles. The rest may be considering a move, but 50
will be actively searching for a new role. If we can begin by
prospecting those 50 candidates first, it makes us that much
more efficient and effective. Joberate analytics are like a
modern, automated hot list.
How do you execute on the information you receive?
Every CEO and business unit owner appreciates the value
Absenteeism or Workplace Accident Likelihood
Historical data about absenteeism and workplaces
accidents is readily available in most modern HRIS systems,
so predicting absenteeism or the likelihood of accidents
is almost the lowest hanging fruit, in terms of ease of
implementing predictive analytics in the workplace. The
benefits are dramatic cost savings, improved employee
morale and productivity, and a safer working environment.
Contingent Workforce Utilization
Utilization of contingent workers has become a necessary
business practice for most organizations, yet nearly all
companies struggle with knowing the ideal timing or
scenarios in which to deploy contingent labor or the right
balance of their workforce blend. This is a business function
that has mountains of data sitting in VMS and HRIS systems,
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HRO TODAY MAGAZINE | APRIL 2016
of attracting and retaining the very best talent. Staying
abreast of market changes, understanding compensation
plans, determining pay rates, identifying management
issues, endorsing learning and development opportunities all
require the ability to understand the job-seeking behaviors
of the workforce, internal and external. Predictive analytics
help leaders understand the issues and prioritize what
problem they need to solve. Leaders have more information
to consider: What are the issues that need to be addresses?
How do we want to engage the workforce? What value do we
expect to gain?
From a recruitment perspective, Joberate analytics can
prompt us when a candidate has begun a new job search and
is potentially considering a move. It gives us a jump on when
best to reach out to that candidate.
What can be achieved through predictive analytics?
Predictive analytics overall leads to better efficiencies, and
any improvement in efficiency improves KPIs for the talent
acquisition team. Our digital footprint is broad sweeping. Our
job-seeking behavior also leaves a digital footprint in terms
of our interest in exploring roles at other companies, sectors,
markets and the frequency in which we do that. While some
may be uncomfortable with the access to these analytics,
when used properly and productively we can make a positive
impact on our business and the workforce. It allows business
leaders to make better decisions, manage risk, better seek and
engage talent and solve challenging workforce issues.
which could be mined to train predictive models and provide
procurement and operations leaders with actionable insights.
It's important for organizations to differentiate between
predictive analytics and the descriptive statistics and
reporting on what happened in the past. Both offer their
respective business benefits, but implementing predictive
analytics provides organizations with a unique assessment
on what might happen in the future. While the benefits
of business reporting and descriptive statistics edify and
educate organizational leaders on past successes and
failures, the end result of predictive analytics is to streamline
future decision making and produce new insights that lead
to better actions.
Michael Beygelman is CEO of Joberate®, an HR analytics platform
that helps companies make evidence-based recruiting and talentrelated
decisions. He can be reached at michael@joberate.com.

HRO Today April 2016

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