BUST A MOVE: CREATING EMPLOYEE MOBILITY
SEPTEMBER 26, 2016
PRESENTED BY KEVIN MCDONALD AND BRAD HILBERT
AGENDA
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Introductions
About The E.W. Scripps Company
About Novel Intelligence
Scripps HCM Analytics Journey
Internal Mobility at Scripps
Early Findings
Mobility Methodology and Scoring
Partnership with Novel Intelligence
Q&A
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ABOUT THE PRESENTERS
• Kevin McDonald
– VP, BPO Governance and HR Operations at Scripps
– Also responsible for HR technology and employee data governance
– [email protected], 513-977-3851
• Brad Hilbert
– Principal Consultant, Novel Intelligence
– [email protected]
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ABOUT THE E.W. SCRIPPS COMPANY
Founded in 1878 by Edward W. Scripps (Cleveland Penny Press).
Now….
• 33 TV Stations in 24 Market (map)
• 33 Radio Stations in 8 Markets
• Digital Properties:
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Newsy
Midroll
Cracked
Simplemost
Scripps Spelling Bee
DC Bureau
www.scripps.com
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ABOUT NOVEL INTELLIGENCE
Novel Intelligence is a full service
Scripps – One Year Ago
consulting firm focused
strictly on
workforce analytics and planning.
Our Consultants:
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Have introduced strategic HR
analytics to 50 plus Fortune 500
organizations
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Have developed technology and
formulas in use at said companies
and white-labeled by Mercer,
Deloitte, Talent2, and other large
firms.
Wherever you are, we’ll help you
move down the path towards true,
business-changing HR analytics.
Basic Reporting
Singular reporting on
current state metrics,
IE headcount, turnover
whole company.
Basic Drilldown
Ability to do basic
drilldown into
department, job
function, etc, on
current state metrics.
Expansion into
demographics metrics.
HURDLE #1
Historical data make-ready,
cleanup.
Historical
Analytics
Reporting on historical
metrics. Monthly,
quarterly, annually.
Basic Predictive
- Trending
Predict employee
activity in large groups
(business units, job
functions) by using
trending.
Root Cause
Analysis
Root cause
identification and
strength analysis for
turnover, employee
movement,
performance, and
other activity.
HURDLE #3
Lack of proper
statistical tools and
methodologies.
Flight Risk
Predictive
Predict employee
activity, movement,
and performance
by
Scripps
– Today
individual employee
using multiple factors.
Tie-In to
Business
Functions
Correlate workforce
success with business
success. Tie to outputs
such as sales, finance,
and operations
HURDLE #2
Lack of proper
resources to move
into advanced
analysis
HURDLE #4
Lack of
organizational
history and
knowledge of
scenario planning
HURDLE #5
HR data is not
effectively married
to business data.
Trend and HotSpot
Identification
Scenario
Planning and
Mitigation
Tie-In to HR
Functions
Ability to identify
trends, IE turnover,
age/tenure,
performance, etc.
Identification of hot
spots.
Ability to develop
“what-if” scenarios and
create powerful plans
based on predictive
scenarios
Once scenario plans
are developed, create
action plans for HR,
recruiting, and OD.
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A LITTLE BACKGROUND
• HR Transformation project - 2006-2010
– Decentralized, disparate data, processes
• Focus on Talent – 2010-Current
• A cry for “data”
• Tried to kickstart our analytics journey by licensing software
– OrcaEyes in 2012
• Lessons learned:
– We had the employee data (and it was pretty clean!)
– We had the tool(s)
– We had NO FOCUS!
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A LITTLE BACKGROUND
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In 2014 the organization made a decision to become more intentional
about being “data driven”
– Hired a VP of Analytics (and a small team to support him)
– Have made Tableau our corporate analytics visualization tool
– Have released some key visualizations (sales, political, etc.)
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In 2015, HR seized on this opportunity and engaged Novel Intelligence
to help us resurrect our HCM Analytics initiative. Specifically:
– Help us by creating our first two visualizations (Turnover and State of the
Workforce). This gave us two huge wins:
1. We were able to get some data out, which helps create more demand
2. We were able to validate our data and lay a solid foundation for future analytics
– Help me build a case for a dedicated internal role to focus on HCM Analytics
and do some “training” of that resource
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We now have a roadmap for our HCM Analytics initiative, which is
aligned with our HR strategy in support of key business initiatives
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NEXT UP: INTERNAL MOBILITY
• Historical context…..
– Sharing talent across properties was extremely rare (didn’t even share
external candidates!)
– When it did happen, it was treated as a termination and hire
– Was discouraged as leaders felt they were “poaching talent” from other
markets
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INTERNAL MOBILITY AT SCRIPPS
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What we believe today:
– As a definition, the i4cp describes Internal Mobility as:
“Rapidly and strategically identifying, developing, and deploying
talent to meet the needs of the business, customer requirements,
and the aspirations of the employee.”
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We also know from i4cp research that being intentional about internal
mobility is a leading practice of high performing companies
So, how can we use data to back up our view on Internal Mobility? Can
we target groups where mobility will give us the most ROI
• HIPO’s?
• Critical Roles?
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EARLY FINDINGS
When looking at overall turnover we
found a slight trend showing that
more mobility correlates with
decreased turnover.
However, stronger trends emerged
as we dug further…
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EARLY FINDINGS
The first significant finding was that top performers are most impacted by mobility.
• Transferring or promoting a top performer once correlates to a 42% reduction in
turnover risk.
• More than one move correlates to 76% or higher reductions in turnover risk!
These findings continue to reinforce that mobility is critical to business success.
This trend is present in every job function except one…
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EARLY FINDINGS….
For sales employees, we discovered the exact opposite. When top-performing
sales employees are moved (the first time), their turnover risk actually increases
slightly.
For lower-performing and unrated (typically newer) sales reps, mobility does
promote retention.
On first pass, it appears that the best path forward is to promote engagement for
our top sales employees, and to promote mobility for those struggling in the role.
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EARLY FINDINGS….
We also found an interesting trend
when looking at employees who
have not experienced any form of
internal mobility.
For the first six months of their
tenure, their turnover is below
average.
However, once they hit month 7 and
beyond, their turnover increases
significantly to well above average.
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WHAT’S NEXT: SCORING METHODOLOGY
• Formalizing the analytics – Making this sustainable/repeatable
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How do we count “internal mobility”?
How do we bucket it (positive, negative, neutral)?
What data elements do we need to consider?
How do we rank or score them? Weighting?
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PARTNERSHIP WITH NOVEL INTELLIGENCE
• Scope of partnership with Novel
– Managed services – helping us launch our reports
– Expertise – what should we be focusing on? How do we lay a solid
foundation to build on?
– How do we build towards predictive?
– Training for our internal resources
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BASIC MOBILITY ANALYTICS – “LOW
HANGING FRUIT”
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Employee Decision Points for Mobility vs. Turnover
Employee Decision Points: Post-Mobility
Feeder Job Organizational Performance
Target Jobs – External vs. Internal
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EMPLOYEE DECISION POINTS FOR
MOBILITY VS. TURNOVER
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Historical Turnover
For employees who have not transferred or
promoted
By tenure group (focus on 0-24 months)
Understanding when employees reach “decision points”
where flight risk substantially increases when mobility is
not experienced.
Potential Actions:
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Internally promote mobility measures and
programs, with focus on the at-risk tenure groups
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Intervene with employees at or near the risk points
Outcomes: Reduced Turnover and associated ROI
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EMPLOYEE DECISION POINTS – POST
MOBILITY
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Historical Turnover
For employees who have a transfer or promotion
Banded by number of months since last move
Another decision point comes after a transfer.
Oftentimes there is a similar post-movement risk zone.
Potential Actions:
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Intervene with employees at the risk points
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Dive deeper into turnover drivers for these
employees
Outcomes: Reduced Turnover and associated ROI
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FEEDER JOBS
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Turnover and Performance
For employees who have a transfer or promotion
Broken down by original job in company
Gain an understanding of which roles tend to promote outward and upward for high-performance and a highretention workforce
Potential Actions:
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Focus on feeder pools. Promote upward mobility from, and external hiring into.
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Create staffing plans
Outcomes: Increased Performance, Reduced Turnover
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TARGET JOBS
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Turnover and Performance
For employees who have a transfer or promotion
Broken down by job transferred into
Gain an understanding of which jobs and functions are best served with internal hires vs. external hires.
Potential Actions:
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Promote internal movement into strong targets
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Create talent acquisition plans for jobs better served externally
Outcomes: Increased Performance, Reduced Turnover
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MORE ABOUT NOVEL INTELLIGENCE
Whether you’re starting from scratch, or looking for help getting over the next hurdle, we can help.
Services:
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Analytics-as-a-Service: You send us data, we send you periodic reporting. No technology or
resource investment on your side. From basic turnover and mobility reporting to full predictive
workforce planning
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Data Services: Imperfect data? We’ve got you covered. We have technology and resources to
clean, transform, and combine data to enable your HR analytics needs.
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Training
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Project Consulting and Vendor Selection/Management
888-978-6346
NOVELINTELLIGENCE.COM
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ANY QUESTIONS?