P E O P L E A N A LY T I C S 4. 0

Transcription

1 H E A L T H W E A L T H C A R E E R P E O P L E A N A LY T I C S 4. 0 B U S T I N G T R A D I T I O N A L B O U N D A R I E S Jenny Anderson Lang Ip Kashmira Daruwalla

2 W H O A R E W E? JENNY ANDERSON LANG IP KASHMIRA DARUWALLA E D U C AT I O N & R E S E A R C H D AT A & I N S I G H T S A P P R O A C H & C O M M U N I C AT I O N 2

3 A G E N D A P E O P L E A N A L Y T I C S W H AT I S C U R R E N T LY H A P P E N I N G? W H AT I S G O I N G W E L L? 2 S T R AT E G I C Q U E S T I O N S 3 D AT A O F T H E F U T U R E 4 W H E R E T O G O F R O M H E R E? 3

4 P E O P L E A N A LY T I C S 1. 0, 2. 0, 3. 0 F R O M D A TA > > M E T R I C S > > D A S H B O A R D S / I N S I G H T S 4

5 P E O P L E A N A LY T I C S F R O M D A T A > > M E T R I C S > > D A S H B O A R D S / I N S I G H T S COLLECT DATA SELECT METRICS PRODUCE DASHBOARD/ REPORT SHARE FINDINGS AND GO! 5

6 P E O P L E A N A LY T I C S 1. 0, 2. 0, 3. 0 T O 4. 0 F R O M D A TA > > M E T R I C S > > D A S H B O A R D S / I N S I G H T S UNIVERSITY STRATEGY FRAME THE QUESTIONS IDENTIFY AND CONNECT DATA GENERATE INSIGHTS SHARE FINDINGS C O N T I N O U S F E E D B A C K L O O P S 6

7 W H AT I F W E C O U L D H AV E T H E A N S W E R S T O S O M E O F O U R U N I V E R S I T I E S M O S T S T R AT E G I C Q U E S T I O N S? 7

8 N E X T G E N E R A T I O N A N A LY T I C S P E O P L E A N A LY T I C S 4. 0 U N I V E R S I T Y S T R AT E G Y D E T E R M I N E E X I S T I N G A S S U M P T I O N S D E V E L O P H Y P O T H E S E S T E S T H Y P O T H E S E S 8

9 A G E N D A P E O P L E A N A L Y T I C S W H AT I S C U R R E N T LY H A P P E N I N G? W H AT I S G O I N G W E L L? 2 S T R AT E G I C Q U E S T I O N S 3 D AT A O F T H E F U T U R E 4 W H E R E T O G O F R O M H E R E? 9

10 T H E K I L L E R Q U E S T I O N Micro- Credentials & flexible degrees Game c h a n g i ng p a r t n e r s h i p s Vibrant int. community of learners & researchers Graduate employment success Superior student & learning experience HOW CAN WE REINVENT OURSELVES AND STAY RELEVANT AS A DESTINATION FOR STUDENTS IN THE FUTURE? Reputation and rankings Build financial resilience 10

11 WHAT DO CFO S SEE AS THE BIGGEST PRIORITY FOR DATA ANALYTICS AND INSIGHTS AT YOUR UNIVERSITY? FACULTY UTILISATION & IMPACT OF STUDENT EXPERIENCE / OUTCOMES DRIVERS FOR A HIGH PERFORMING UNIVERSITY WORKFORCE EFFECTIVENESS/IMPACT OF DIGITAL LEARNING STRATEGIES & COURSE CONTENT IMPACT ON ACADEMIC STAFFING INVESTMENTS ON UNIVERSITY OUTCOMES PREDICTIVE INSIGHTS OF FUTURE CASH FLOWS MARKETING STRATEGY IMPACT/SUCCESS FUTURE RESEARCH PERFORMANCE, RELATED NATIONAL & INTERNATIONAL RANKINGS OTHER (RETENTION STRATEGIES, STAFF SATISFACTION)

12 A G E N D A P E O P L E A N A L Y T I C S W H AT I S C U R R E N T LY H A P P E N I N G? W H AT I S G O I N G W E L L? 2 S T R AT E G I C Q U E S T I O N S 3 D AT A O F T H E F U T U R E 4 W H E R E T O G O F R O M H E R E? 12

13 P E O P L E A N A LY T I C S 4. 0 U T I L I S I N G A F A R B R O A D E R R A N G E O F D AT A S O U R C E S Financial Wellbeing Student Intake Payroll Student LMS QILT Diversity & inclusion Innovation Academic Workload model Industry Engagement Health & Wellbeing Finance Training & Development Course Revenue Profitability Course & Enrolments Performance Management HRIS / workforce data Rem and Benefits Facilities Management University Rankings Marketing Teaching & Learning Industry Partnerships ABS Data Engagement Student Services Graduate Employment rates Geo-Spatial data Social Apps & Calendars Student Experience 13

14 P E O P L E A N A L Y T I C S : A N E X A M P L E I M P R O V E L E A R N I N G A N D T E A C H I N G E X C E L L E N C E ASSUMPTIONS There is a correlation between academic experience and learning excellence. Technology helps to improve the learning excellence. There is an optimum workforce mix, to maximise learning excellence. 14

15 E X A M P L E 1 : S T R A T E G Y I S T O I M P R O V E T E A C H I N G & L E A R N I N G E X C E L L E N C E Some relevant hypotheses related to the assumption: There is a correlation between academic experience and learning excellence DATA SOURCES R E L E VA N T D ATA SOURCES STUDENT R E S U LT S W O R K L O A D A L L O C AT I O N A C A D E M I C LEVELS T & L S TA F F E N G A G E M E N T R E S U LT S

16 L E V E R A G I N G P E O P L E D A TA + B R O A D E R D A TA University Strategy Improve student experience and retention Assumptions 1. Student retention is positively correlated to student experience. 2. A positive student experience in the first year of an undergraduate degree increases the likelihood of students continuing on to masters and doctoral studies Questions to validate through hypotheses testing a. Which segments of the academic workforce or which staffing mix is linked to the better student experience ratings in the first year of undergraduate courses? b. Which workforce segments are able to leverage digital and online learning to drive positive student experience and feedback? c. Is there a gender code? Is this influenced by academic level? Or age? Or prior experience? Or a specific staffing mix? 16

17 Y O U R T U R N! I N S T R U C T I ONS First identify the strategy your table will focus on, than discuss what assumptions / hypotheses you would analyse (integrating HR data with broader data sets), for one of the following Improving graduate employment rates OR Improving the university s global ranking OR How does the university remain a destination for international students OR mins A hypothesis of your choosing - Divergent thinking (blue-sky) - Convergent thinking W h a t w o u l d b e t h e m o s t i m p a c t f u l i n s i g h t s, h y p o t h e s e s a n d q u e s t i o n s t o e x p l o r e? 17

18 IMPACT L E V E R A G I N G P E O P L E D AT A + B R O A D E R D AT A H I G H I M P A C T A N D F E A S I B I L I T Y A N A L Y S I S High impact Priority area Elevated impact Some impact Not feasible Partly feasible FEASIBILITY Highly feasible 18

19 A G E N D A P E O P L E A N A L Y T I C S W H AT I S C U R R E N T LY H A P P E N I N G? W H AT I S G O I N G W E L L? 2 S T R AT E G I C Q U E S T I O N S 3 D AT A O F T H E F U T U R E 4 W H E R E T O G O F R O M H E R E? 19

20 P E O P L E A N A LY T I C S 4. 0 F U T U R E D AT A S O U R C E S Industry Engagement Innovation Training & Development University Rankings Geo-Spatial data Student Intake Payroll Student LMS QILT Diversity & inclusion Academic Workload model Financial Wellbeing Health & Wellbeing Finance Course Revenue Profitability Course & Enrolments Performance Management HRIS workforce data Marketing Rem and Benefits Facilities Management Teaching & Learning Industry Partnerships Engagement Student Services Pulse Surveys Graduate Employment rates & Calendars Student Experience 20

21 D A TA S O U R C E S O F T H E F U T U R E W H A T W I L L H R C O N N E C T W I T H F i n a n c i a l W e l l b e i n g E m a i l s & C a l e n d a r s G e o - S p a t i a l D a t a W H AT A R E T H E F U T U R E D ATA S O U R C E S F O R Y O U R U N I V E R S I T Y? DETERMINE IMPACT 21

22 M E R C E R S W O R K F O R C E A N A LY T I C S M A T U R I T Y F R A M E W O R K Core Capabilities Data Quality and Maintenance Platforms and Reporting Insights Generation People Capabilities Enabling Capabilities 5 Stakeholder Engagement & Governance Benefits & Outcomes 6 Action Planning and Benefits Realisation Source: Mercer SWP and Analytics Maturity Assessment Framework 22

23 M E R C E R S S T R A T E G I C W O R K F O R C E A N A LY T I C S M A T U R I T Y F R A M E W O R K INITIATED EVOLVED STRATEGICALLY ALIGNED Data Quality & Maintenance Core Capabilities Platforms & Reporting Insights Generation People Capabilities Enabling Capabilities Benefits & Outputs Stakeholder Engagement & Governance Action Planning & Benefits Realisation 23

24 T H E P O W E R OF P E O P L E A N A LY T I C S 4. 0 U N I V E R S I T Y S T R AT E G Y D E T E R M I N E E X I S T I N G A S S U M P T I O N S D E V E L O P H Y P O T H E S E S L A B M I N D S E T 24

25 CONTACT US J e n n y. A n d e r s o m e r c e r. c o m L a n g. I m e r c e r. c o m K a s h m i r a. D a r u w a l l m e r c e r. c o m 25

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