Developing Leaders How Can Analytics Help Gene Pease

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Putting Human Capital to Work Capital Analytics revolutionizes the way companies evaluate investments in their people. Isolate the Impact. Improve the Outcome. Make Decisions with Confidence. 2008 Gartner “Cool Vendor of the Year” 2009 Gartner Human Capital Management “On the Rise Vendor” 2010 Bersin & Associates Learning Leader Winner 2011 Gartner Human Capital Management “On the Rise Vendor” © 2011 Capital Analytics, Inc.

The New Workforce • 1 in 4 workers has been with their current employer for less than one year* • 1 in 2 workers has been with their current employer for fewer than five years* • By the time younger workers are 38, it is predicted that they will have had 10 to 14 jobs* • Only 29% of employees are motivated and energized** Sources: *US Department of Labor, **Gallup research, 2011 © 2011 Capital Analytics, Inc.

The New Workforce Ten forces shaping the future workplace 1. Shifting workforce demographics 2. The knowledge economy 3. Globalization 4. The digital workplace 5. The ubiquity of mobile technology 6. A culture of connectivity 7. The participation society 8. Social learning 9. Corporate social responsibility 10. Millennials in the workplace © 2011 Capital Analytics, Inc.

A Knowledge Economy In the knowledge economy, over 85% of an organization’s value is in intangible assets. Intangible Assets Tangible Assets 1980 Tangible Assets 2010 Intangible Assets Most of that is in the skills and experiences of its people. Source: The Brookings Institution © 2011 Capital Analytics, Inc.

The New Workforce New workforce demographics People are the new form of currency and valuation in companies Employee confidence is shaken and employer trust has been broken Skills for high demand jobs in 2020 must be developed now HR Analytics will help navigate these issues © 2011 Capital Analytics, Inc.

Anecdotes © 2011 Capital Analytics, Inc. Scorecards Benchmarks Causation Predictive Analytics Increasing complexity W to hat ge ac ne tio ra ns te c th an e b be es ta t r ke es n ul ts? ha t e o f us , w If wi we ll ma ha k pp e c en ha ng ? es Correlations W m hat y i ha nv p es pe tm ne en d b t? ec a H co ow d m pa oes re th to is la ye H st ar ow co ye m do ar pe w ? tit e c io om n? pa re to W th ha m e t m ov e t et og ric et s a he p r? pe ar to ts’ cip an W re hat ac ar tio e ns par ? ti The Art of HR is Being Replaced by Science The Business Questions: Where are we going? How will we get there? Optimization

Polling Question What kind of evaluation does your organization conduct on people investments? (select all that apply) 1. None or not much 2. Dashboards and scorecards 3. Impact and ROI 4. Predictive Analytics © 2011 Capital Analytics, Inc.

Analytics: Tom Davenport Common analytical applications Industry Analytics Financial services Retail Manufacturing Transportation Health care Hospitality Energy Communications Services Government Online Credit scoring, fraud detection, underwriting… Promotions, replenishment, demand forecasting… Supply chain optimization, warranty analysis… Scheduling, routing, yield management Drug interaction, preliminary diagnosis… Pricing, customer loyalty, yield management Trading, supply, demand forecasting, compliance Pricing, customer retention, network optimization… Call center staffing, service/profit chain Fraud detection, crime prevention, case management… Web metrics, site design, recommendations to customers. . © 2011 Capital Analytics, Inc.

HR Analytics: Tom Davenport “There are two ways to get fired at Harrah’s: stealing from the company or doing an experiment without a control group. ” Gary Loveman, Chairman and CEO, Harrah’s Entertainment Source: Harvard Business Review, Oct 2010, “Get the Best From Your People” © 2011 Capital Analytics, Inc.

HR Analytics: John Boudreau How inventory questions suggest better employee turnover questions Inventory Question Turnover Question What is the optimal order quantity? What is the optimal number of employees to acquire or build? What is the optimum ordering cycle? How often should we acquire, train, or develop employees? What is the optimal order quantity and cycle considering the lead time between ordering and receiving? What is the optimal acquisition, training, or development quantity and cycle, considering the lead time between starting the process and having ready employees? © 2011 Capital Analytics, Inc.

HR Analytics: Google’s HR team is made up of: • One-third traditional HR people • One-third “high-end, strategy-consultant” types • One-third advanced degreed analytical professionals “Innovation and data are at the core of who we are at Google, ” says Eric Schmidt, Chairman, “and Laszlo applies those same principles to HR. ” (Laszlo Bork is VP of People Operations and HR Executive of the Year) Source: Human Resource Executive, October 2010, Building a New Breed © 2011 Capital Analytics, Inc.

Developing Leaders Recruit Hire Develop Recognize & reward Improve Promote Retain Training, Leadership development, Mentoring, Performance management system, Job rotation © 2011 Capital Analytics, Inc.

Developing Leaders Are my investments working? Are they driving business results? If so, by how much? Impact ROI Getting to the next question… How do I know it’s my investments and not something else? Do they have the same impact on all types of employees? Optimization © 2011 Capital Analytics, Inc.

Alignment: Evidence That it’s Working Investments in People Leading Indicators • Employment Engagement Scores • Internal/External Fill Rates • Hires from Targeted Schools • Performance Reviews • Implemented Improvement Ideas • Number of Complaints © 2011 Capital Analytics, Inc. Leading Indicators Business Results • Turnover • Customer Loyalty • Revenue/FTE • Workers Comp Costs • Productivity • Cost Avoidance Strategic Goals

Segmentation Segment the workforce Individual • • Job position Tenure Prior performance Age/Education Number of accounts Supervisor High potential status © 2011 Capital Analytics, Inc. Organizational • • Geography Division Business unit Manager-to-employee ratio

Polling Question When it comes to measuring leadership development, which best describes you? (select all that apply) 1. 2. 3. 4. 5. Never even thought about it Thought about it, but didn’t want to raise the subject Have talked about it Have done it Skeptical that you can do it © 2011 Capital Analytics, Inc.

Con. Agra Foods • • • Chef Boyardee Banquet Healthy Choice Act II Popcorn Marie Callender’s Kid Cuisine Peter Pan Slim Jim Orville Redenbacher’s David Sunflower Seeds © 2011 Capital Analytics, Inc. “ To be successful, we must… Define … and Build. . Common Leadership Capabilities in everyone”, Gary Rodkin, CEO Con. Agra Foods

Leadership Development The Challenge – Growth through acquisition – Cultural differences between operating units – Lack of shared operating practices – Limited cross-functional succession planning – How to instill a shared vision and operating practices across the company? The Investment A three-tier leadership development curriculum © 2011 Capital Analytics, Inc.

Leadership Development The Business Questions The first level leader component of the program has two more years in its deployment schedule… – Is it working? – If so, what is the evidence of it? – Should they continue the deployment? – Should they target future deployment toward any particular audience? © 2011 Capital Analytics, Inc.

Study Questions Does this investment improve the metrics? Leader Turnover / Retention Direct report turnover Leader Mobility Plant Productivity Plant Quality Plant Safety Do any of these demographics influence the metrics? © 2011 Capital Analytics, Inc. • • • • Division and/or Plant Tenure # of Direct Reports Leader Level Plant Size Employee Engagement Ratings Gender / Age / Ethnicity Training Status of Manager

Data 2, 200 first level leaders (plant supervisors) 65 plants Two divisions Three years of data, pulled from: • HR • Learning Management System • Performance Management System • Engagement Survey • Plant Productivity Scorecard • Safety Scores • Quality Dashboard © 2011 Capital Analytics, Inc.

Leadership Development’s Impact The Opportunity Turnover among trained supervisors was 6. 1 percentage points lower than untrained supervisors resulting in a $2. 3 million savings in year one. © 2011 Capital Analytics, Inc.

Optimization Opportunity: Turnover Target newer supervisors for greater impact. 14 ppt Turnover among newer supervisors is reduced by nearly 14 percentage points by training them early. © 2011 Capital Analytics, Inc.

Run Rate Impact Suppose a plant has 30 supervisors and a Run Rate of 94. 80% Training 3 of them (10%) would increase the Run Rate by 0. 7% to 95. 46% For every 10 -percentage point increase in supervisors trained Run Rate increases 0. 7% © 2011 Capital Analytics, Inc.

Optimization Opportunity: Safety Training had a greater impact on Safety in Smaller plants If large plants have safety issues, further interventions (beyond training) may be needed © 2011 Capital Analytics, Inc.

Foundations of Leadership The Business Answers Impact The program is working − ROI on reduction in turnover − Improved safety Opportunities Optimizing future investments − Target newer supervisors − Implement safety interventions at larger plants Decision: Accelerate and Continue the Program © 2011 Capital Analytics, Inc.