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<p>Foreword ix</p> <p>Preface xiii</p> <p>Acknowledgments xvii</p> <p><b>Chapter 1 The Need for Measurement in a Changing Environment 1</b></p> <p>Analytics Give Companies a Competitive Edge 3</p> <p>Everybody’s Doing It 3</p> <p>Transcending Borders 4</p> <p>Slim Down, Do More 5</p> <p>Everybody Wins 5</p> <p>Changing Workforce 6</p> <p>Who’s Working Today? 7</p> <p>How Are Employers Responding to Generation Z? 10</p> <p>The Boomers Are Still Here 11</p> <p>What about Generation X? 12</p> <p>So Now What? 13</p> <p>Notes 14</p> <p><b>Chapter 2 What Exactly Is Predictive Analytics, and Why Is It Useful? 17</b></p> <p>Workforce Planning 19</p> <p>Workforce Optimization 20</p> <p>What Can Analytics Do for You? 21</p> <p>Using Macroeconomic Data at Wells Fargo 23</p> <p>Reducing Turnover with Unstructured Data 25</p> <p>Notes 27</p> <p><b>Chapter 3 The State of Human Capital Analytics 29</b></p> <p>Profiling the Early Adopters 32</p> <p>Barriers and Key Enablers to Success 38</p> <p>Notes 40</p> <p><b>Chapter 4 From Data to Action 41</b></p> <p>The Continuum of Analytics 43</p> <p>Taking Action 48</p> <p>Designing the Study 52</p> <p>Conducting the Study 53</p> <p>Other Differentiators 55</p> <p>Notes 57</p> <p><b>Chapter 5 The Big Data Conundrum 59</b></p> <p>Death by Dashboard 61</p> <p>What to Do 64</p> <p>Descriptive Analysis 65</p> <p>How Much Data Is Big? 66</p> <p>Ethics and Other Considerations 68</p> <p>The Career Perspective 69</p> <p>The New Art of HR 70</p> <p>Big Data: Passing Trend or Here to Stay? 72</p> <p>Notes 73</p> <p><b>Chapter 6 The Future of Talent Investments 75</b></p> <p>Tools and Technology 79</p> <p>Talent Acquisition and Management 80</p> <p>Learning Customization 82</p> <p>The Future Workforce 84</p> <p>Notes 85</p> <p><b>Appendix A 2014 Human Capital Analytics Study (Making Human Capital Analytics Work): October 2014 87</b></p> <p>Quick Facts 89</p> <p>Purpose and Overview of the Study 90</p> <p>The Organization, Structure, and Operation of Human Capital Analytics Practice 92</p> <p>Project Selection Types and Use of Analytics 95</p> <p>Maturity, Progress, and Success 102</p> <p>Summary 106</p> <p><b>Appendix B Driving Talent Development with Data 107</b></p> <p>Introduction 109</p> <p>Understanding Human Capital Analytics 110</p> <p>The Human Capital Analytics Continuum 113</p> <p>How to Start a Measurement Strategy 116</p> <p>When Human Capital Analytics Pay Off 122</p> <p>Conclusion 123</p> <p>Sources 125</p> <p><b>Appendix C Training Case Studies 127</b></p> <p>ACS: Analysis of a Call Center Agent Turnover 129</p> <p>Chrysler LLC: Sales Consultant Training 134</p> <p>Chrysler Academy: Sales Manager Training 138</p> <p>US Bank: Retail Branch Manager Training 142</p> <p>Sun Microsystems: New Director Training 146</p> <p><b>Appendix D Leadership Development Case Studies 151</b></p> <p>National Grid: Foundations of Leadership 153</p> <p>ConAgra Foods: Foundations of Leadership 157</p> <p><b>Appendix E Mentoring Case Study 163</b></p> <p>Sun Microsystems: University Mentoring Program 165</p> <p><b>Appendix F Social Learning Case Study 171</b></p> <p>Sun Learning Services: SUN Learning eXchange (SLX) 173</p> <p><b>Appendix G Performance Management Case Study 181</b></p> <p>VF Corporation: Measuring the Impact of Performance Management—Maximizing Performance 183</p> <p><b>Appendix H Words of Wisdom from Human Capital Analytics Practitioners</b> 189</p> <p>About the Author 195</p> <p>Index 197</p>

<p><b>GENE PEASE</b> is a pioneer in the field of Workforce Optimization. He is the Founder and CEO of Vestrics, the leading predictive analytics and workforce optimization platform. Gene has co-authored two other books on human capital analytics and speaks at various industry events on innovative and cutting-edge topics in the HR space.

<p>Current research clearly shows that Human Resource (HR) professionals are playing catch-up when it comes to adopting analytics. According to Bersin by Deloitte, only 14% of human resources departments have an analytics function. With all the evidence we have on the value of analytics from other departments, HR has to do better. <p><i>Optimize Your Greatest Asset—Your People</i> shows how any organization can bring advanced analytics into the realm of human resources in order to improve business goals and boost the bottom line. In this vital resource, Gene Pease—Founder and CEO of Vestrics—offers a framework for optimizing human capital investments through the use of predictive analysis. Step by step, the author reveals how HR professionals can transition from unreliable anecdotes and outdated surveys to advanced measurement techniques that combine the data from multiple systems into a unified plan of action that enhances business results. <p>This important book is filled with real-life, practical examples from some of the world’s leading companies. They show how analytical approaches have been applied effectively, and executives and thought leaders explain how advanced analytics are informing them to make better business decisions. These compelling illustrations can serve as a template for success for any organization considering adopting analytics. <i>Optimize Your Greatest Asset—Your People</i> offers practical advice, down-to-earth examples, and a prescription for bringing dispersed data together, organizing it, and turning it into useful information. The book also shows how to build an individual data strategy that is right for your organization by taking advantage of the wealth of available tools. <p><i>Optimize Your Greatest Asset—Your People</i> contains information on the most current research on the state of current HR measurement techniques and offers an overview of the important considerations surrounding data security, privacy, ethics, and employee trust. <p>Now is the time for HR leaders to start measuring the things that matter and turning those measurements into actual information that goes beyond the spreadsheet. <i>Optimize Your Greatest Asset—Your People</i> offers the strategies and information for getting started, and where to go from there.

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