The Power of Analytics Applying and Implementing Analytics – How to, When to, and Why May 23, 2016 Session 2 Presented by Paul Tsagaroulis, Director, Human Capital Analytics, GSA Analytics Implementation Case #2: The Power of People Analytics at GSA

What are our analytics project objectives? Analytics Implementation Case #2: People Analytics at GSA How could the GSA analytics team enhance its services? Specifically: How should we set up a predictive analytics team? How should we approach the modeling? How would we translate findings to actionable insights, informing key business decisions? Case Introduction Analytics Application: GSA would like to better understand how to retain high-performing employees. GSA Human Capital Management is looking to data analytics to answer questions related to retaining their 11,200 employees. Guiding Principle: These insights should support business decisions with measurable outcomes (benefits), and should not just be HR analytics, useful only to HR. How can we be best utilize our analytics capabilities? What can GSA do about employee turnover? Specifically, how can I answer: How many people are likely to leave? Why do people leave? When will people leave? What changes do we need to make? 2

Analytics Implementation Case #2: People Analytics at GSA 3

How can we set up a program to consistently and reliably predict turnover risk? 4

Supporting information, current situation at GSA Analytics Implementation Case #2: People Analytics at GSA Key HC analytics skill sets and enabling capabilities: The following data is collected today: Employee survey results administrative personnel data behavioral data talent management and performance data Usability: Complexity and Impact of Available HR data 5

Supporting information, current situation at GSA Analytics Implementation Case #2: People Analytics at GSA Sample HC costs, savings (hiring, HC analytics): Cost/BenefitDetailTotal HR Amount HC analytics function Personnel compensation & benefits budget for Sample HR Office 200 employees (5 in the HC analytics function)$20M$500k (included in total) Contracting3 technical experts/analysts for one year$500k (included in total) Technologysoftware licenses, data warehouse, server, etc.$500k$100k (included in total) Training & DevelopmentAlso includes succession planning, engagement$1M$25k (included in total) Total HC Cost, incl. HC analytics$22M$1.125M Hiring PlanPlan to hire 20 employees, at 70% cost of avg. onboard, prorated for part-year joiners (savings from replacing higher- grade retiring employees with lower-grade new hires) $700k--- Projected Annual HR Office Savings16 employees projected to leave, at 8% turnover rate, prorated for part-year leavers (people tend to leave earlier in the FY) ($800k)--- 6

Analytics Implementation Case #2: People Analytics at GSA Challenges, Risks, and Roadblocks at GSA Disparate systems Inefficient reporting processes Customer expectations vary / change HR office has data / analytics skills gaps; analytics skills we have are not fully utilized Availability/reliability of data: Some sets are available and high-quality, some are not Cost: limited analytics resources Privacy: some data may not be sharable across GSA Data analytics not used to inform recruiting, hiring, performance/development policies and processes 7

Analytics Implementation Case #2: People Analytics at GSA Case Solution - Provide the following: 1.Recommendations: What are the 3-5 priority activities/actions GSA should undertake to better utilize our analytics capabilities and provide actionable, predictive employee turnover insights? 2.What will these activities cost GSA (ROM only)? 3.In what sequence or priority should these activities be planned and/or executed? 4.What other key considerations should GSA take into account? 8

Analytics Implementation Case #2: People Analytics at GSA Appendix: Sample of GSA dashboard: exit survey data Sample data – for ACT-IAC MOC case study 9