Live from IBM Insight2015: Using analytics to acquire and retain key talent
5 – 7 years ago I’m not so sure I would have been writing a blog post about acquiring and retaining key talent. It’s interesting how times change, and the demand for jobs in general has led to a shift in how companies look to both recruit and keep their most valuable assets–their employees.
This topic was initially inspired by this morning’s General Session at IBM Insight2015 (#ibminsight), where Boeing’s VP of IT Nancy Bailey briefly spoke about the demand to analyze and understand the massive amounts of data that Boeing receives daily. I mean, it’s not often companies throw around the term petabytes of data.
One of their key challenges was acquiring talent with the skills to work with and understand the data they were collecting from their aircraft. Along with their efforts to promote a great place to work, Boeing also implemented a powerful strategy; empowering their current workforce to work with and understand the data they were collecting.
When you think about the process, it’s interesting. Not only was Boeing looking to overcome a skills shortage, but they’ve also now improved the value of their workforce overall. Continued training (accompanied by providing great tools) is just one of those things that makes certain organizations stand out.
Later in the day, I furthered my exploration when I attended How Talent Analytics Helped Proactively Retain Key Talents, a session presented by IBM Talent & Change Global Business Services Partner Victor Reyes and Shirley Held. During their presentation, they discussed how they worked with their customers and used analytical data to understand employee attrition so they could better retain the key talent that’s critical to today’s business success.
When they looked at over 190 different key points of information, there was a lot of what I would call common sense items. However, it’s interesting when you see those ah-ha moments. An example was when a project was coming to an end, it led to employees looking for their next opportunity–oftentimes outside their organization. This could have been caused by doubt or uncertainty as to their future. In this case the employer had no plans to end their employment, but they may have needed to convey that information sooner.
There are other factors that ultimately contribute to employee attrition that may seem minor, but that may eventually accumulate. Inefficient systems, continued learning and education, and a clear path of advancement were just a few. At the end of the day, there’s a lot of variables, to consider, and analytics may help organizations better understand how they relate to one another.
One of the things I found refreshing was the reinforcement of Human Resources collecting the data to make sure employees are happy. This is a pretty good indicator that you’re working for a company that perceives you has their most valuable asset. I’ve been fortunate to work for companies like Rocket Software that recognize the value of their employees and survey them in this way to make sure they have their best interests in mind. Likewise, Rocket Software is always looking at the latest technology to not only deliver to their customers, but to also empower their employees to be successful and enjoy what they do.
So at the end of the day, remember that you are your organization’s most valuable asset. And if you’re looking for a great place to work, where employees are, in fact, treated as the most valuable asset in the organization, I highly encourage you to check out Rocket Software’s own Careers@Rocket page to learn about exciting opportunities where you can make an impact on our organization.