Evidence based Talent Analytics and Data driven Talent Management Strategies presented by Dr Charles Cotter at the 2nd African HRM Professionals Strategy Bootcamp, 30 March 2023, in Kempton Park.

1. EVIDENCE-BASED TALENT ANALYTICS AND DATA
DRIVEN TALENT MANAGEMENT STRATEGIES
CHARLES COTTER PhD, MBA, B.A (Hons), B.A
https://www.youtube.com/channel/UCMtDro7N29l3KTat-rtRuGQ
2ND AFRICA’S HUMAN RESOURCE’S PROFESSIONAL STRATEGY BOOT-CAMP
RADISSON HOTEL & CONFERENCE CENTRE, JHB, OR TAMBO
30 MARCH 2023

3. PRESENTATION
OVERVIEW
• Introduction
• Defining Evidence-based HRM
• The 7-point transformation to Evidence-
based HRM
• The business case and strategic imperative
of evidence-based talent analytics and data
driven talent management
• Talent metrics best practice principles
• 5-step Talent Analytics process
• Summary, Conclusion and Questions

4. AGREE OR DISAGREE?
WHY?

5. FIT FOR PURPOSE
HRM METRICS AND
–SCORECARDS
(COTTER, 2023)
• “HRM professional leadership credibility is defined, cemented
and reinforced by fulfilling, delivering and exceeding their HRM
governance (compliance, ethics & integrity) plus workplace
advocacy (employee engagement and -agency) plus business
intelligence (predictive & prescriptive analytics & expertise) plus
strategic performance advice (value proposition) pivotal roles
and mandate.”
(Charles Cotter PhD, 2023)
• Cotter (2023) believes that the two most important currencies
that Strategic Performance Advisors trade in are business
intelligence and innovation. Both of these powerful currencies
will enhance the HRM professional integrity, credibility and
ultimately, their strategic value proposition.

6. COTTER’S (2023)
PURPOSE
STATEMENTS OF
HRM METRICS & –
SCORECARDS
(70/20/10%
PRIORITY)
The primary purpose of HRM Metrics and -Scorecards is to
facilitate, enable and ultimately, drive smarter business
decision making (strategically, operationally and
tactically). In terms of the priority of the purpose
statement, I would weigh this at 70%.
The secondary purpose of HRM Metrics and -Scorecards is
to showcase, amplify, quantify and monetize the strategic
value proposition of HRM. In terms of the priority of the
purpose statement, I would weigh this at 20%.
The tertiary purpose of HRM Metrics and -Scorecards is to
promote continuous improvement processes, stimulate
innovation and to serve as a quality assurance tool across
the spectrum of the HRM value chain. In terms of the
priority of the purpose statement, I would weigh this at
10%.

8. DEFINING EVIDENCE-
BASED HRM
• Evidence-based HRM refers to a
process in which the organization
evaluates any decision or process
against data, real experience,
expert opinions, and/or other
types of information to ensure
the decision is likely to have the
desired outcome.
• For this to work best, the
“evidence” used should be
purposefully sought out.
• When data is taken from multiple
sources, ensure it’s applicable
within your context.

9. THE OBJECTIVES OF
EVIDENCE-BASED HRM
• According to Barends et.al (2018), the
objective of evidence-based HRM is to
have an empirical study on evidence-
based research in HRM. It briefly
emphasizes HRM by applied and
statistical methods.
• It recognizes multidisciplinary
international aspiration.
• It helps to analyze how talent drives
the levels of employee performance
• It aims to increase the use of evidence
to promote accurate decisions across
the spectrum of the HRM value chain.

10. THE BUSINESS CASE
FOR EVIDENCE-
BASED HRM
• Optimal business
decision-making
• Promoting of best
practices and best fit
(fit for purpose)
• Building HRM
credibility (by trading
in business intelligence
and expertise)
• Solving of business-
relevant problems

12. 7-POINT HRM
TRANSFORMATION
(COTTER, 11 JANUARY
2019)
• "In order to be feasible, to prosper
professionally in 2019 and to be future-fit,
HRM will have to exchange the currency in
which they trade from old notes to
noteworthy, Industry 4.0 and business
relevant denominations and value.
Specifically, this change translates from:
• 1. feelings to facts;
• from 2. anecdotal to analytical;
• from 3. hindsight to insight to foresight;
• from a 4. business tributary to mainstream;
• from 5. intuition to intelligence;

15. 7-POINT HRM
TRANSFORMATION
(COTTER, 11 JANUARY
2019)
• "In order to be feasible, to prosper
professionally in 2019 and to be future-
fit, HRM will have to exchange the
currency in which they trade from old
notes to noteworthy, Industry 4.0 and
business relevant denominations and
value. Specifically, this change
translates from:
• from 6. best practice (imitation) to best
fit (internalization) to next practice
(innovation) and ultimately,
• from 7. a cost to a profit centre.
• Generally, this 7-point transformation
means an upgrade to Evidence-based
HRM."

19. VIRTUAL STRATEGIC
PERFORMANCE
ADVISOR (ViSPA)
MODEL
(COTTER, 2020)
• HRM Governance (e.g. HRM policies and procedures; HRM/people risk
management, compliance with ethics and x17 King IV corporate
governance principles; Human Capital reporting; promoting workplace
democracy and HRM Auditing) – Level 1 of strategic maturity -
transactional/current.
❑ Transition from level 1 to 2 – CRAFTING OF A HRM GOVERNANCE
FRAMEWORK
• Workplace Advocacy (e.g. Employee engagement; employee voice;
EVP; employee retention; succession planning; creating a workplace
culture of brand ambassadors; mainstreaming HRM and creating
future-fit employees) – Level 2 of strategic maturity -
transactional/future-focused.
❑ Transition from level 2 to 3 – FUTURE-PROOFING OF THE BUSINESS
MODEL
• Business Intelligence (e.g. competitive predictive HR metrics and
analytics; future-proofing the business model; applying evidence-
based HRM; creating HIPO; knowledge management and collaborative
intelligence i.e. integrating and harmonizing AI, HI and BI and being
trouble-shooting solutions architects) – Level 3 of strategic maturity -
strategic/current.
❑ Transition from level 3 to 4 – APPLYING PREDICTIVE ANALYTICS
• HRM Strategy (e.g. embedding HRM strategy into business strategy;
the use of strategy maps; adopting a strategic mindset and applying
strategic management principles and processes) – Level 4 of strategic
maturity - strategic/future-focused.

20. FRAMING THE CHALLENGE:
THINK LIKE A RESEARCHER
(DELOITTE HC TRENDS, 2023)
• These new fundamentals require organizations and workers to
frame the challenge differently, thinking like a researcher in
how they approach their business and workforce strategies,
treating every new roadblock as an exciting experiment from
which they can learn, adapt, and improve.
• To lead in this boundaryless world, organizations and workers
should activate their curiosity, looking at each decision as an
experiment that will expedite impact and generate new
insights. Differentiation and winning will come not from
always believing you must have the right answer at the start,
but by being able to challenge orthodoxies, operate with
humility and empathy, and learn from new information so
you can refine as quickly as possible.
• Deloitte’s 2023 Global Human Capital Trends survey data
shows that 59% of respondents expect to focus on
reimagination in the next 2–4 years, which represents a 2x
increase from pre-pandemic levels (as reported in our 2021
report)
• “We gave our teams permission to try new things, fail fast,
learn from it, and move on. We have a number of new ventures
and strategies as a result.” — Olesea Azevedo, Chief People
Officer, AdventHealth
Navigating the end of jobs
Powering human impact with technology
Activating the future of workplace

21. BUSINESS EXECUTIVE EXPECTATIONS OF THE SHRBP ROLE IN THE
COVID-19 TALENT MANAGEMENT ERA
(COTTER, 2021)
• #1: Catalytic Driver of organizational Change
• #2: Proactive Business-minded Thinker
• #3: Collaborative business management
Consultant
• #4: Purpose-directed Coach (of line managers)
• #5: Delivery (value-adding and results-oriented
HRM practices)
• #6: (Credible and Accountable) Performance
Advisor
• #7: Strategic Facilitator and Enabler
• #8: Innovative Solutions Architect (and trouble-
shooter)
• #9: Digital Futurist and -Analyst
• #10: (Future-focused) Organizational
Behavioural Economist

23. VIDEO CLIPS
• https://www.youtube.com/watc
h?v=dzrIcVtO0SI&t=2s
(Strategic Performance Advisor)
• https://www.youtube.com/watc
h?v=mQBBGL8thm0&t=349s
(Business executive expectations of
SHRBP)
• https://www.youtube.com/watc
h?v=I6xauYKqFho&t=2s
(ViSPA HRM operating model)

25. ULRICH’S HR
COMPETENCIES
(2016)

27. HRM METRICS/ANALYTICS TASK TEAM – 2023?

29. THE FUTURE OF TALENT METRICS &
ANALYTICS?
“HRM will have to migrate from the
fundamentals of people science to the
complexities of data science.”
(Cotter, 2017)

30. 10-POINT
FOUNDATION AND
“STARTER-PACK” FOR
TALENT METRICS
#1: Adopt a strategic mindset
#2:Change management must run parallel to HRM Metrics in
“business unusual” environment
#3: Streamline and systematic HRM metrics process
#4: HRM Metrics is not a “desktop” exercise
#5: Adopt a measurement culture & build capacity & skills for
digital literacy

31. 10-POINT
FOUNDATION AND
“STARTER-PACK” FOR
TALENT METRICS
#6: Re-inject scientific principles, processes and tools & credibility
into HRM Metrics e.g. 3 E’s
#7: Drill down & segment HRM metrics
#8: Apply the 4 C’s to HRM Metrics Reporting
#9: Don’t adopt a “Big Bang” approach – start small, think
big and scale up
#10: Automation - utilize a 5-G digital data analysis solution

32. HRM ANALYTICS
PROCESS

33. 5-STEP HRM
ANALYTICS
PROCESS
Step 5
Project and take action to communicate
metrics and related insights information to
provide a robust basis for strategic change
and improvement
Step 4 Draw out insight from the data
Step 3 Obtain data relating to relevant metrics
Step 2 Develop appropriate metrics around
these areas
Step 1 Identify where HRM can make a strategic
impact in the organization

36. LEVELS OF
HUMAN
CAPITAL
REPORTING

37. VIDEO CLIPS
• https://www.youtube.com/
watch?v=8xIOx-NWOrg
(Evidence-based HRM)
• https://www.youtube.com/
watch?v=1fR6cs1_ltk
(HRM Metrics)

38. CONCLUSION
• Key points
• Summary
• Questions

40. DR CHARLES COTTER’S CONTACT DETAILS AND SOCIAL MEDIA PRESENCE
• Mobile number: +2784 562 9446
• Email address: charlescotterhrdconsultant@gmail.com
• YouTube: https://www.youtube.com/channel/UCMtDro7N29l3KTat-rtRuGQ
• LinkedIn: https://www.linkedin.com/in/charlescotter/ and
https://www.linkedin.com/company/dr-charles-cotter-and-associates
• Twitter: @Charles_Cotter
• Facebook: https://www.facebook.com/CharlesACotter/
• SlideShare: www.slideshare.net/CharlesCotter