Head of Talent Insights
Good People Analytics teams surface insights. Great teams deliver outcomes through the actions of their clients. The difference is rarely the analysis itself; it’s often preparing stakeholders for what they’ll do next, and making specific next steps as concrete as possible. Three examples show the impact of better stakeholder management pre- and post-analysis.
Too many People Analytics projects have brilliant analysis, but fail to make impact because clients don’t know how to act on their new knowledge. Helping clients understand what insight they need and what they’ll do with it is important but not easy. Similarly, the insight must be connected to next steps that are as concrete as possible, making the handover to customers feel natural and empowering.
This session will explore:
- Why customers should be clear about what insight they’re lacking in order to take action or decision.
- Why customers should know at what point they become responsible to act based on insights
- Why insight should stretch as close as possible to specific recommendations and be prescriptive.
- Skills in terms of consulting, contracting, and managing stakeholders
- An awareness or reminder that data science abilities are not enough to succeed, delivered through accessible, familiar and self-deprecating examples.
- Practical advice on how to deliver greatest impact in three common practice areas in People Analytics: attrition prediction, pay equity, and employee listening.
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Kevin Erikson is Head of Talent and Workforce Insights at Novartis. He is based in Basel, Switzerland. The team contributes to Novartis’ mission of reimagining medicine by using data and science to deliver insights about people, organizations, and work gets done. Before this role he led People Analytics for Nestlé’s Asia-Pac & Africa Region. Kevin started his career with Deloitte Consulting and then earned a Master of Industrial and Labor Relations from Cornell University.