Data Analytics: How Present Big Data's Story To Leadership

Data Analytics: How Present Big Data's Story To Leadership

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Description: Today’s competitive marketplace requires that organizations be strategic, agile, compliant, and forward thinking in their approach to achieving their business goals; Global Mobility business objectives should have the same ambition. To achieve these objectives in the information economy, companies must use all of their available resources—including data. KPMG’s professionals help clients identify and capture their data, perform analyses, and find the “story behind the data.” Our data and analytics services and technologies enable clients to drive efficiencies, enhance performance, mitigate risk, and increase visibility across the organization.

 
Author: Rachel Paul, Beth Dynkowski, Jane Kendall,   | Visits: 275 | Page Views: 434
Domain:  Business Category: Management 
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Contents:
Data Analytics:

How to obtain and analyze
data and present its story to
leadership
October 2016

GMS vision statement
Today’s competitive marketplace requires that
organizations be strategic, agile, compliant,
and forward thinking in their approach to
achieving their business goals; Global Mobility
business objectives should have the same
ambition.
To achieve these objectives in the information
economy, companies must use all of their
available resources—including data.
KPMG’s professionals help clients identify
and capture their data, perform analyses,
and find the “story behind the data.” Our
data and analytics services and
technologies enable clients to drive
efficiencies, enhance performance,
mitigate risk, and increase visibility across
the organization.

© 2016 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All
rights reserved. NDPPS 586231

2

Presenters today
Rachel Paul
Partner
KMPG in the United States, Chicago
T: +1 312-665-5385
E: rachelpaul@kpmg.com
Beth Dynkowski
Sr. Manager, Global Mobility
Baxter Healthcare
T: +1 224-948-3290
E: beth_Dynkowski@baxter.com
Jane Kendall
Expatriate Tax Manager – Global Mobility
Microsoft
T: +44 7792 398703
E: janeke@Microsoft.com

Mobility Management:
Then and Now
— Linking with talent management
& business strategy

— Drafting a policy document

— Collecting all costs in order to
manage costs and accruals

Then

— Implementing a mobility process
— Deploying an assignment
management system
— Reporting

— Implementing process
efficiencies/workflow
management

Now

— Identifying & tracking the
assignees

— Systems integration
— Deploying portals & apps
— Data analytics

Managing compliance and risk

© 2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.

4

Questions Asked of Global Mobility

What are our
annual
mobility
program
costs?

Are our
vendors
providing
their services
within the
agreed
service level
agreement
times?

TACTICAL

Are there
particular
business
units or
policies that
the mobility
program
cost per
assignee are
higher?

Are
assignees
and business
leaders
satisfied with
the mobility
program?

Will going on
an
assignment
accelerate
promotion?

Do our
assignees
remain longer
with the
company
compared to
employees
who have not
gone on an
assignment?

STRATEGIC

© 2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.

5

Catalyst for transformation
Powerful technologies, emerging in times of heightened financial constraint, driving opportunity to:
— Develop greater confidence, leadership and credibility
— Leverage technology to shift from administrative functions to high value activities
— Develop closer partnerships with the business
— Align needs to the business

Data analytics will provide empirical evidence, not just subjective
opinions, which will give Mobility and HR managers credibility in
strategic discussions

© 2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.

6

Big Data and Data Analytics
Data Analytics
— Data Analytics (DA) is the science of examining raw data with the purpose of drawing conclusions about that
information that is meaningful and consistent
— Data analytics adds value to both large and small companies.

Data & Big Data
— Big data is a term that describes the large volume of data – both structured and unstructured – that inundates
a business on a day-to-day basis.
— Data itself does not add much value. It’s what organizations do with the data that matters.
Visualization
— Presenting information in a graphical or pictorial format; allows users to see complex data visually to facilitate
understanding

© 2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.

7

Why stakeholders (should) care
Data Analysis done right leads to:
— Cost reduction
— Time reduction/creating efficiencies
— Risk reduction
— Smarter decision making
— New business opportunities
Real life examples
— Identified locations that were at high risk for high potential assignee attrition
— Financial modeling to calculate potential cost, including gross-ups of policy/benefit changes
— Determine impact of international assignments on career progression, performance & attrition

Data Analytics impacts and supports the company strategy

© 2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.

8

Levels of data analytics

© 2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.

9

Hypotheses driven analytics
A successful approach to HR analytics starts by engaging key HR and business stakeholders in order to
understand the ‘burning questions’ of the business; continues with focused data collection of both HR and
business data, cleansing and analysis; and results in a set of actionable insights.
Key findings

Talent
Recruitment

Operations

Recruitment
Talent

Business
Stakeholders

L&D

Operations
Customer
experience

Generate
opportunities
and agree
actions

Business
Stakeholders

L&D
Customer
experience

Initial hypotheses
Cost

Optimising the employee mix in branches will reduce
costs without affecting customer experience
Branch manager / branch staff compensation is
correlated with customer experience

Engagement

Workforce Levers

The size of branch manager organisation is correlated
with branch financial performance

Staff profile (age, ethnicity) in branches is correlated
with customer experience

Staff profile (age, ethnicity) in branches is correlated
with branch financial performance

Amount of training / capability level of staff / branch
managers is correlated with branch performance

Performance ratings of staff / branch managers is
correlated with customer experience

Performance ratings of staff / branch managers is
correlated with branch financial performance

Origin of branch managers (internal/external
recruitment) is correlated with customer experience

Talent

The size of branch manager organisation is correlated
with customer experience

Amount of training / capability level of staff / branch
managers is correlated with customer experience

Capacity

Origin of branch managers (internal/external
recruitment) is correlated with customer experience

The size of branch manager organisation is correlated
with employee engagement/attrition

Amount of training / capability level of staff / branch
managers is correlated with employee engagement

Locate, cleanse
and understand
the data

Satisfaction of branch staff with support areas is
correlated with customer experience
Staff engagement in branches is correlated with
customer experience

Compliance

Create a data
model
for analysis

Branch manager / branch staff compensation is
correlated with branch financial performance

Staff engagement in branches is correlated with
branch financial performance

Employee attitude towards compliance (in EOS) is
correlated with customer experience

High performing sales branches is correlated with
conduct risk

Customer
Experience

Branch Financial
Performance

Conduct risk is correlated
with staff demographics

Employee
Engagement

Risk

Business Performance Indicators

Engage with
business and
prioritise key
questions

Generate initial
hypotheses.

Test hypotheses
and generate
insights

Integrate data to link
workforce metrics to
business performance.

Produce statistical and
visual analysis to
generate insights.

Quantify opportunities
and agree action plan
with the business.

Combine relevant data
across data silos.

© 2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.

10

Challenges in building a successful global mobility analytics
capability
Data
protection /
privacy

Data Protection rules in many territories place restrictions
around the processing of data, and in the EU these rules are
soon to become more onerous.
Reviewing and updating data protection policies, providing
visibility to employees around the use of personal data, as
well as anonymisation, can be used to mitigate these risks.

Know-How
Limitations

Technical “Know-How” limitations can seem daunting. For
advanced analytics, data scientists are helpful. Borrowing
rather than buying data science capability may be cost
effective, particularly as few scientists will have experience
analysing the workforce.

Engaging
the
business

To demonstrate value, the workforce analytics function will
need to partner with the business, in order to target high
value issues and ensure that the analytics is acted upon.

© 2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.

11

Microsoft – journey in
D&A
Jane Kendall
Expatriate Tax Manager – Global Mobility
Microsoft

© 2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.

12

Baxter – Spinning Off
Beth Dynkowski
Sr. Manager, Global Mobility
Baxter Healthcare

© 2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.

13

Data Analytics – The Baxter Story
— What data do we need?
— How much data do we need?
— Where do we get that data?
— How to present that data?

© 2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.

14

Presenters today
Rachel Paul
Partner
KMPG in the United States, Chicago
T: +1 312-665-5385
E: rachelpaul@kpmg.com
Beth Dynkowski
Sr. Manager, Global Mobility
Baxter Healthcare
T: +1 224-948-3290
E: beth_Dynkowski@baxter.com
Jane Kendall
Expatriate Tax Manager – Global Mobility
Microsoft
T: +44 7792 398703
E: janeke@Microsoft.com

Thank you

© 2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.

16

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© 2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are
affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG
International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member
firm. All rights reserved.
The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity.
Although we endeavor to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is
received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a
thorough examination of the particular situation.
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