Usage of Talent Analytics in India – findings from a survey with senior HR professionals

‘Talent/HR/workforce analytics’ has become the buzzword in HR circles in India. Everyone is talking about it. It gets discussed in every HR forum, on Linkedin, within HR teams in companies and since talent management is an Organizational priority today, CXOs and are also showing a lot of interest in understanding the value it can bring to the table. But what really is the current state of maturity and usage of talent analytics in India?  To get a clear user perspective, we at InteliTix ran a survey among senior HR professional across industries in India. The survey was done over a 6 month period (Aug 2015 to Feb 2016) and we were able to get inputs from 202 HR professionals.

The survey collected inputs on the following:

  • Use of talent measurement tools
  • Use of Social media in talent sourcing
  • Use of technology in talent management
  • Perspectives on value of talent analytics
  • Talent Analytics As-is Scenario

The overall findings are presented below in the form of Infographics for the benefit of all HR professionals/C-Suite executives.

Use of talent measurement tools_final

Use of Social Media in Talent Sourcing   


Use of Technology and data in talent decisions


Perspectives on Talent/Workforce analytics 


 Talent Analytics As-Is Scenario

Talent Analytics As-is scenario

The survey findings show an increased interest in the perceived value of assessment and analytics, but the challenge is in getting existing HR resources trained on using analytics and in putting together a specific team comprising of HR professionals and people with a strong background in statistics to manage the talent analytics practice.

Usage of Talent Analytics in India – findings from a survey with senior HR professionals

The business case for developing frontline managers

Manager challenges

People leave managers, not companies. Numerous studies also validate the premise that managers are critical to keeping employees happy and productive. In my view they are also the most overlooked group in an organization (when it comes to developing talents) – in particular, frontline managers.

Importance of frontline managers

It’s a no brainer that when it comes to translating a company’s strategy into results, there’s no denying the importance of the frontline manager. Studies indicate that close to 65% of an organization’s workforce is managed on a daily basis by frontline managers.

Managers on the front line are critical to sustaining quality, service, innovation, and financial performance” –  Harvard professor Linda Hill

 Bottom-line impact of frontline managers

  • They account for at least 70% of variance in employee engagement scores across business units (Gallup)
  • When companies increase their number of talented managers, they achieve, on average, 147% higher earnings per share than their competition.
  • A survey by DDI concluded that one in four organizations reported a dip in profit due to frontline manager failure.

Key Challenges faced by frontline managers

  • The transition from being an individual contributor where one is responsible for one’s own performance, to managing the performance of others is a huge challenge.
  • A frontline manager is often required to manage the work of his/her erstwhile peers – a shift that is difficult and without preparation, results in costly mistakes for the organization as well as the individual.
  • Most of the time, frontline managers operate as cogs in a system, with limited flexibility in decision making and little room for creativity.
  • In most companies, people who have excelled as individual contributors are straight away moved up and given managerial responsibilities for which they have very little or no training at all (according to a survey, 26% of first-time managers felt they were not ready to lead others to begin with, and almost 60% said they never received any training when they transitioned into their first leadership role).
  • Once the manager settles into the role, the burden of the business-as-usual takes over and there is no time or inclination to focus on identifying and developing necessary managerial skills.

Way forward

The first step in the journey is the assessment of an individual’s capabilities and behavioural dispositions to understand strengths and gaps. This is to be followed by focussed training, development and mentoring. Since development is an iterative process, regular reviews and periodic re-calibration is also required to check for relevance to the current business context.

Good companies understand that assessment, training and development of frontline managers is a sound investment for the future and spend time, energy and resources in ensuring that frontline managers are well equipped to excel in their roles.

The business case for developing frontline managers

The new r(e)volution in assessments

The new r(e)volution in Assessments

Having been in the assessment space for the last decade and a half, I am always looking for new methods and techniques that can offer value in the talent assessment life-cycle. The last couple of years have seen a lot of buzz on Gamification of tests. Can Games or Gamified tests be a game changer in the assessments space? I set out to explore the potential and pitfalls of this new methodology

So what exactly is a ‘Gamified’ test?

A Gamified test uses the interesting medium of games and puzzles to measure cognitive, communication and other skills. The idea of a Gamified test is exciting because of the following reasons:

  • A Gamified test takes away the boredom of a regular Q&A test format and makes it interesting for test takers.
  • Gamified tests are language-independent making them universal.
  • Academic scores and proficiency test scores are not always the best indicators of an individual’s skills. Gamified tests can be a great new method to measure actual abilities rather than stated and observed ability.
  • Since the assessment process is new and innovative, there is a huge opportunity to reach out to skilled people en masse.
  • There is a huge population of talented “self-taught” people who do not go through the formal education system. Following typical screening processes like exam scores, qualifications etc. does not help in reaching out to this population. Gamified tests on the other hand provide the perfect opportunity to reach out to the self-taught geniuses.

Where all can Gamified tests be used?

Gamified tests can be used to measure a variety of employment skills, attributes and abilities. I think the most effective use of a game is for assessment of skills like coding. Games are a great tool for displaying the application of knowledge. Can the person perform the skills they claim to know? This can be coding, operating simulated machinery or even what skills they use to negotiate or close a sale.

But people are also using games to evaluate creativity, problem-solving abilities, ability to multi-task, concentration, attention to detail and other types of skills. Some games can even be used to understand a person’s personality preferences.

The million dollar question however is ‘Can data derived from a test taker’s game score be linked to attributes of success in a given job role?

There is no doubt that Gamified tests need to be designed with specific set of skills in mind. The game must be carefully designed to measure what it purports to measure and that measure must be something valuable in the job..

So are we there yet?…My view is that Gamified tests will very soon become the ‘standard’ to measure a few specific skills, behaviours and for particular populations (students, technical folks).

The concept is still in its infancy and there are still a lot of gaps in establishing the reliability and validity of this methodology. But with the speed at which technology is advancing, we are sure to see a lot more people adopting this as an integral part of their selection strategy in the near future. Me, I am a believer!

The new r(e)volution in assessments

HR’s Data Conundrum

data conundrum

Organisations and processes within organizations are evolving faster than the speed of thought. Progressive organizations are very clearly establishing robust mechanisms to look ahead and not get bogged down in just managing current business-as-usual issues. With technological advancements driving the change agenda in organizations, it has become imperative to check if people who work with/manage the technology are evolving and adapting themselves at the same speed.

The most important driver of this change is data. How the use of data is transforming business and people management practices in organisations requires to be studied with utmost attention. Although one may argue that data has always been the core decision making tool in good organisations, there was always a limit to what could be done with data. Specifically from a talent management perspective, the scope for data analytics today is tremendous. The HR leader of today is moving from reactive, need-based data analytics to pre-emptive, predictive analytics that is going to change the way talent is managed.

To give you an example, from need-based, planned, employee engagement surveys, companies are moving into continuous, on-the-fly feedback mechanisms to be in touch with employees and their changing needs. Rather than take action after an event has happened, the future will see prediction and pre-emptive action.

One of the important aspects in this evolution is the need for specialists. There is a consensus within the HR community on the need for specialists. Recruitment which was once a part of HR is today an independent function handled by specialists with experience in sourcing, attracting and selecting the right talent. Talent analytics, in my view is certain to be an independent function in the near future and hence needs to be managed by specialists with a dotted line relationship with HR.

It would be fair to say that HR function has come a long way in the last two decades but is currently at a cross-road. Those in the profession who will embrace this data explosion and prepare themselves to ride it will clearly be the future leaders of the talent management world.

The goal of the talent analytics function of the future will be to turn data into information, information into insight and insight into pre-emptive action.

HR’s Data Conundrum