Talent Analytics Realize Major Gains

Organizations with high-impact talent analytics outperformed their peers by 30 percent over the last three years

Las VegasOct. 9, 2013Bersin by Deloitte, a research and consulting firm empowering human resource (HR) organizations to drive bottom-line impact, announced new tools to enable corporate talent analytics capabilities, and new research that shows companies with high-impact talent analytics realize improved financial, leadership and recruiting performance. The findings and related tools appear in Bersin by Deloitte’s new research report, High-Impact Talent Analytics: Building a World-Class Measurement and Analytics Function.

This research shows how organizations can drive bottom-line impact through talent analytics. The research also indicates that stock prices of organizations with high-impact talent analytics—those at the highest level of the new Bersin by Deloitte talent analytics maturity model—outpaced those of the Standard & Poor’s 500 by 30 percent between 2010 and 2013. The research includes a new set of diagnostic tools, education and benchmarking information.

“Analytics and big data have attracted outsized attention in the marketplace, but the reality is that most human resources organizations fall well short of mastering these capabilities,” said Josh Bersin, principal of Bersin by Deloitte, Deloitte Consulting LLP. “Just 14 percent of organizations in our study use advanced or predictive analytics to solve talent challenges, and to plan their future workforce initiatives.”

The Bersin by Deloitte research, involving 435 U.S. and Canadian organizations and qualitative interviews with dozens of HR and analytics leaders, identified several factors associated with a mature organization’s analytics function, including:

  • The skill sets of the team.
  • Data quality.
  • The ability to “tell the story” behind the data so business leaders grasp the implications.
  • Dashboard capabilities.
  • The culture of the organization.

“Our research shows that organizations with sophisticated talent analytics functions see improvements in recruiting, leadership pipelines and talent mobility,” said Karen O’Leonard, lead analyst at Bersin by Deloitte. “Building capability in this area has become a critical priority for business and HR leaders.”