Competing on Talent Analytics

Citation:

Thomas H. Davenport, Jeanne Harris, and Jeremy Shapiro. 10/2010. “Competing on Talent Analytics.” Harvard Business Review. Publisher's Version
Competing on Talent Analytics

Abstract:

Do you think you know how to get the best from your people? Or do you know? How do investments in your employees actually affect workforce performance? Who are your top performers? How can you empower and motivate other employees to excel?

Leading-edge companies are increasingly adopting sophisticated methods of analyzing employee data to enhance their competitive advantage. Google, Best Buy, Sysco, and others are beginning to understand exactly how to ensure the highest productivity, engagement, and retention of top talent, and then replicating their successes. If you want better performance from your top employees—who are perhaps your greatest asset and your largest expense—you’ll do well to favor analytics over your gut instincts.

Harrah’s Entertainment is well-known for employing analytics to select customers with the greatest profit potential and to refine pricing and promotions for targeted segments. (See “Competing on Analytics,”HBR January 2006.) Harrah’s has also extended this approach to people decisions, using insights derived from data to put the right employees in the right jobs and creating models that calculate the optimal number of staff members to deal with customers at the front desk and other service points. Today the company uses analytics to hold itself accountable for the things that matter most to its staff, knowing that happier and healthier employees create better-satisfied guests.

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Last updated on 12/06/2018