Workforce Analytics

Making smarter decisions about talent and workplaces

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What if you could predict which high performers were at risk of leaving six months before they walked out the door? What if you could merge external data with your own business metrics to project workforce demand six, nine or even eighteen months from now? What if you could triage incoming resumes overnight to predict employee success and tenure – before you hire? These are key questions that we believe you should consider addressing with Workforce Analytics.

As leaders in Workforce Analytics, Deloitte has combined our strategy, data, business insights, technology experience and knowledge and skills to develop services and practical tools designed to help organizations improve people management decisions and control workforce costs. Our portfolio of services and solution sets are designed to help organizations link their business strategy to advanced analytical techniques to improve their overall performance. We specialize in helping organizations integrate third party data with internal sources to provide new insights and options to complex workforce challenges. Learn more about the offering.

Featured insights

	Global business-driven HR Transformation: The journey continues in financial services Deloitte’s global HR FSI benchmark study casts a spotlight on how financial services organizations are addressing their needs for innovation, operational excellence and the value of effective benchmarking in order to bring the “business” to business-driven HR.
	Should big data drive big decisions? This year, many companies are taking on big data – ramping up tools and technologies to find signals and insight in unstructured, often external and generally messy data. While big data may be ready for business, are business leaders ready for big data?
	Workforce Analytics - Using advanced analysis to manage talent and risk Workforce analytics involves using statistical models that integrate internal and external data to predict future workforce and talent-related behavior and events.
	Three-minute guide to workforce reporting and analytics Take three minutes to see how workforce analytics is capable of delivering deeper insights that can pave the way to more effective decision making.
	Creating metrics for senior management Read the HR Magazine article.
	Powered by people Learn some of the fundamentals about how business analytics can deliver uncommon insights and breakout value.
	Global business driven HR Transformation: The journey continues Identifying HR business issues can help define the development of a road map to advance your organization toward a more proactive HR function. As expectations, capabilities and habits grow, the journey to effective reporting and analytics can bear fruit over time.
	Seeing around corners: Leveraging advanced workforce analytics Explore the Debate.
	The case for workforce analytics Listen to the podcast.
	Moving beyond “data rich, knowledge poor” in human resources Read the report.

Case studies

Integrated end-to-end workforce planning solution
Explore the case study that reviews better government through proactive workforce management.

Organization design in an enterprise cost reduction effort
Read the Workforce Analytics case study.

Meet our people

Russ Clarke, Director, Deloitte Consulting LLP
John Houston, Principal, Deloitte Consulting LLP
Rishi Agarwal, Principal, Deloitte Consulting LLP

Related offerings

Learn more about the offering

You already have the key ingredients

Many companies have made significant investments in HR technologies to manage their day-to-day transactions and gain business operating efficiencies. Along the way, they’ve likely aggregated terabytes of valuable data – data they can turn into valuable insight and then leverage to make smarter talent decisions. Unfortunately, many human capital executives don’t leverage these valuable resources and choose to fly blind when making critical business decisions, relying far too little on evidence-based data in favor of tradition and “tribal” wisdom.

But the game is changing quickly. A growing number of executive teams are adopting advanced analytical techniques, such as predictive modeling, to move into a proactive posture to drive more value. We believe that’s essential for organizations seeking to elevate HR’s role in business decision-making.

How we can help

Workforce planning & optimization. Increase the accuracy of predicted revenue and talent demand by incorporating valuable third-party data.
Workforce and workplace safety analytics. Promote sustainability, cost containment, and safety by locating underlying causes of and contributing factors to workplace accidents.
Workforce transitions. Record, track and monitor workforce decisions on who is retained and who will be separated, allowing for enhanced compliance and financial oversight.
Recruitment analytics. Triage resumes using an advanced scoring model to predict probability of success within a particular job family. Free over-committed recruiters to focus on the best candidates.
Retention risk analytics. Shift to a proactive strategy that mitigates risk by predicting attrition among critical workforce segments.
Leadership development modeler. Identify emerging leaders so they can be developed for next- level management roles.
Organization accelerator. Simulate options to right size the organization with optimal management layers and spans of control.
Health & productivity. Target individuals and business units that would benefit most from improved wellness.

Bottom-line benefits

Effective Workforce Analytics can help organizations in their efforts to:

Avoid costly mistakes regarding one of the largest P&L line items in any budget – the workforce
Embed analytics as a foundation of management decision-making
Give more leaders clear visibility into a topic traditionally handled by HR
Improve workforce planning and forecasting
Shorten recruiting cycles
Reduce separation and recruiting costs
Retain critical talent

Five ways to get more value now

Start with your most pressing talent decisions. How can you use both data and analytics to answer key talent questions? Who are you recruiting and where are you sourcing them from? How do remote workers compare to office-based talent in terms of cost, productivity and customer satisfaction.

Leverage your technology investment. By integrating predictive analytics into your systems, you can turn raw data into powerful insights that anticipate problems before they happen.

Build your analytic capabilities. Data analysis can be powerful in confirming assumptions, uncovering new information, and estimating the probability of future events. Getting it done requires a broad range of skills, tools, and processes. Make sure you’ve got a clear roadmap for blending the components needed to achieve short term benefits while building the capabilities needed for the future.

Focus on data that drive decisions. It is easy to fall into the trap of trying to assemble, cleanse, and analyze “all” data – when only certain subsets are required to drive decision-making. Put your resources into identifying where critical data resides, connect it to the appropriate sources and pull together data sets for analysis.

Learn. Adapt. Improve. Any application of workforce intelligence must follow through to the results. By monitoring, measuring, and publicizing results, confidence can be built and workforce intelligence becomes embedded in the organization’s culture. Get started. Learn from experience. Adapt and improve as required.

Workforce analytics in action

One national bank was able to increase its redeployment activities through more effective Workforce Planning, saving the corporation $18 million by not laying off people and then hiring them back four months later.
A large federal government agency was able to deploy resources more efficiently, address supply and demand gaps and proactively identify and address workforce issues and challenges before they could impact the organization.
A large oil and gas company deployed a data-driven solution set to support the decision/selection process, providing a transparent, consistent and reusable approach to workforce reduction and optimization efforts.

As used in this document, “Deloitte” means Deloitte LLP and its subsidiaries. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.