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Internal Mobility 1: Analyzing Promotibility

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People Analytics

University of Pennsylvania

4.5 (3,063 ratings) | 68K Students Enrolled

Kurs 1 von 5 in Unternehmensanalytik Spezialisierung

People analytics is a data-driven approach to managing people at work. For the first time in history, business leaders can make decisions about their people based on deep analysis of data rather than the traditional methods of personal relationships, decision making based on experience, and risk avoidance. In this brand new course, three of Wharton’s top professors, all pioneers in the field of people analytics, will explore the state-of-the-art techniques used to recruit and retain great people, and demonstrate how these techniques are used at cutting-edge companies. They’ll explain how data and sophisticated analysis is brought to bear on people-related issues, such as recruiting, performance evaluation, leadership, hiring and promotion, job design, compensation, and collaboration. This course is an introduction to the theory of people analytics, and is not intended to prepare learners to perform complex talent management data analysis. By the end of this course, you’ll understand how and when hard data is used to make soft-skill decisions about hiring and talent development, so that you can position yourself as a strategic partner in your company’s talent management decisions. This course is intended to introduced you to Organizations flourish when the people who work in them flourish. Analytics can help make both happen. This course in People Analytics is designed to help you flourish in your career, too.

Lehrplan anzeigen

Skills You'll Learn

Talent Management, Analytics, Performance Management, Collaboration

Bewertungen

4.5 (3,063 ratings)

5 stars
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3 stars
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2 stars
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1 star
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ST

Mar 18, 2017

Real helpful course especially for individuals who are in HR field or interested in becoming a better leaders, team players. Professors incorporated data analytics into human talent management!

BC

Dec 15, 2017

Excellent course! I learned more about HR and staffing strategy from this single course than the Human Resource Management specialization from the other university program offered on Coursera.

Aus der Unterrichtseinheit

Staffing

In this module, you'll learn how to use data to better analyze the key components of the staffing cycle: hiring, internal mobility and career development, and attrition. You'll explore different analytic approaches to predicting performance for hiring and for optimizing internal mobility, to understanding and reducing turnover, and to predicting attrition. You'll also learn the critical skill of understanding causality so that you can avoid using data incorrectly. By the end of this module, you'll be able to use data to improve the quality of the decisions you make in getting the right people into the right jobs and helping them stay there, to benefit not only your organization but also employee's individual careers.

Introduction to Professor Bidwell0:30

Staffing Analytics Overview2:04

Hiring 1: Predicting Performance8:50

Hiring 2: Fine-tuning Predictors9:07

Hiring 3: Using Data Analysis to Predict Performance7:44

Internal Mobility 1: Analyzing Promotibility4:55

Internal Mobility 2: Optimizing Movement within the Organization8:26

Causality 15:11

Causality 26:47

Attrition: Understanding and Reducing Turnover10:25

Turnover: Predicting Attrition7:52

Staffing Analytics Conclusion0:49

Unterrichtet von

Cade Massey
Practice Professor
Martine Haas
Associate Professor of Management
Matthew Bidwell
Associate Professor of Management

Skript

Second topic that I want to talk about around staffing and

focus on in this segment is internal mobility.

So once we've hired people, it's not the end of the story for staffing.

A lot of people move jobs inside the organization.

Figuring out how we can optimize that process and

make sure we get the right people into the right jobs.

Is somewhere else where analytics can help.

And kind of a motivating idea for this is getting beyond the Peter Principle.

So I don't know if many of you are familiar with the Peter Principle.

So, one statement of it is, in time, every post in an organization

is occupied by an employee who is incompetent to carry out its duties.

Sometimes also summarized as people rise to the level of their own incompetence.

It's kind of a cynical idea, delightfully cynical.

But it's actually an intriguing theory behind it and the basic idea

is in most organizations what gets you promoted is how well you perform.

And so people who do well in their jobs eventually will get promoted out of them.

Now, in an organization that isn't aggressive about moving

underperformers out.

What, eventually, that means,

is people will keep getting promoted until they hit a job that they can't do.

And then they're not gonna get promoted out of that job,

and they're gonna stay in it, as well.

And as Peter and his co-author, Hull said, consequence of that is ultimately,

we end up in organizations that are largely staffed with people,

who've risen to a level within a job they can't actually do.

So, it's not clear that this really describes most organizations, but

I probably won't share it with your boss anyway.

Nonetheless, it carries kind of a grain of an interesting question,

which is to what extent does success in a current job

actually predict performance in the next job?

Should we be screening just for

are you good at your current job when we think about who to promote?

Or another way of thinking about this

is what does predicts success in higher level jobs?

Should we just be thinking about are you good at your job?

Or should we be looking at other things as well?

I think this is not an easy thing to actually look at in many organizations.

The reason for this is that in most organizations, you often don't know a lot

about people's performance in their jobs, at least at the level at which you can

kind of put it down into a systematic form and analyze it.

You have a performance evaluation that says they're a high performer,

they're middle of the road, or they're a low performer.

What you really want to be able to do is more detailed

data on how they're performing across multiple dimensions.

So you do see that in some jobs.

Like I said, if you're in a call center, for

example, there's usually a wide variety of information about kind of your efficiency,

your quality, your availability, all of those sorts of things.

Sales, jobs,

you can see quite a lot about the different kinds of sales you're making.

These days I think in a lot of jobs we'll begin seeing more and

more data being collected automatically.

They enable us to see how people are doing on varied things.

Another way that you might have varied data on your people is where people rated

on various competencies in the organization.

You wanna be a little careful with that, certainly, when I've looked at that data,

what tends to happen is that high flyers get rated as high on pretty much

everything and low performers get rated as low on pretty much everything.

So how well that competence they'd really tracks variation in individual competence?

I think it's more of question.

But you can also have formal assessments done on them that really try and

individually look at these different competences.

The idea is if you could rate people on various dimensions of their performance

inside the organization.

Then what you could do is look at whether or

not that performance predicts how they would do at the next level.

And more specifically, which dimensions of their current performance predict

whether they are going to be a high performer in a high level job.

Alan Benson at the University of Minnesota and

his colleagues did a very nice study on this looking at data on sales people.

They had data on how the sales people did and

also on the ones that became sales managers, how they did.

As they could look at both what predicted whether or not people got promoted and

also what predicted the performance of the managers once they became managers.

And they found some evidence there.

You get promoted by being the best sells person.

But the best sales managers were good at selling, but they were also very good at

team sales and sales that spread credit across their team.

Because to be a good manager you need to be a team person there.

And so it really looked like the way people were being promoted

was not entirely consistent with who's gonna be the best manager.

And it's likely that's a feature of many organizations.

So getting better understanding what makes people best in the high level jobs and

how we can use that to promote people, not just on their current performance but

on their potential would benefit many organizations.

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