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Case Study:: Improving Careers Through Retention Analytics at Nielsen

Nielsen, a global information company, created a predictive model to help retain key talent. The model found that the first year at Nielsen was critical, and that approaching at-risk employees about new roles kept 40% from leaving. Nielsen also tracks engagement in employees' first "Golden Year" and promotes internal moves through the "Ready to Rotate" program. By addressing attrition drivers, Nielsen cut voluntary turnover nearly in half and saved millions.

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huzaim jhangir
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236 views

Case Study:: Improving Careers Through Retention Analytics at Nielsen

Nielsen, a global information company, created a predictive model to help retain key talent. The model found that the first year at Nielsen was critical, and that approaching at-risk employees about new roles kept 40% from leaving. Nielsen also tracks engagement in employees' first "Golden Year" and promotes internal moves through the "Ready to Rotate" program. By addressing attrition drivers, Nielsen cut voluntary turnover nearly in half and saved millions.

Uploaded by

huzaim jhangir
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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CASE STUDY: IMPROVING CAREERS

THROUGH RETENTION ANALYTICS AT


NIELSEN

NAME: HIBA EJAZ MALIK – 63858

FACULTY: Muhammad Hanif


COURSE: HR Analytics
SEMESTER: Spring 2022
Table of Contents

Summary according to the Analytic Approaches:..............................................................2

Workforce talent analysis used by the team:...................................................................3

Employee Engagement Analysis:.............................................................................3

Performance Analysis:....................................................................................................4

Final Aspects:.................................................................................................................4
Summary according to the Analytic Approaches:

Before starting the summary I would like to tell the question that was being approached
by a businessman from the leader of the Nielsen’s company was that, do you know why
people are leaving my team?

Piyush Mathur and his team were trying to put hard data behind that very problem after
finding that company-wide attrition had been rising. They set out to build a basic model
to answer what was causing it. The irony of it all is that even though Nielsen is known for
its expertise in Big Data, it hadn’t focused on analyzing its own employees until 2015.
And the results from just a few key initiatives shared by Mathur and Nielsen technologist
Doug Shagam at Talent Connect 2016 are quite impressive. Within months, the team was
able to identify the primary drivers of voluntary attrition. Nielsen has since slashed
regrettable voluntary attrition by nearly half - which in turn saved them millions of
dollars. For HR and talent acquisition teams looking to start a people analytics program
of their own, Mathur and Shagam offer a simple roadmap.

In a nut shell, Nielsen, a leading global information & measurement company, created a
predictive model that was designed to help them retain key talent at the company. This
predictive model informed Nielsen that the first year employee’s work for their company
is the most important. Nielsen discovered that when they approached employees at risk of
leaving the company with a job change, they were able to keep 40% of flight risk
employees.

Workforce talent analysis used by the team:


The team focuses on a few other people analytics projects, too. One tries to increase
women in leadership roles from the current 34% to reflect the nearly 50% representation
within the company. Another is Strategic Workforce Planning, which aims to ensure
Nielsen retains employees with the skills needed for the jobs of today and tomorrow. Yet
another analyzes if they’re hiring from the right universities, and which universities are
successful at feeding talent to particular business functions.

Employee Engagement Analysis:


Nielsen has over 40,000 employees and Mathur is the only person in charge of People
Analytics. With competing demands on time and resources, he has found frugal ways to
make it all work. Early on, he asked other employees of several Nielsen businesses to see
if they wanted to “up their analytics skills,” and that became a group of 12 employees
with the passion to take charge of projects in their departments. One year later that group
rose to 67 people, with staff coming not only from HR teams but finance, commercial,
corporate, and IT.

Performance Analysis:

After identifying attributes of associates with the strongest likelihood of leaving the
company within the next six months, company leaders set up chats with the highest
flight-risk employees. The result? 40% of the group was transferred to new roles.

Nielsen also set up a program called “Golden Year,” which closely tracks an associate’s
first year, the most dangerous time for losing an employee, and “Ready to Rotate,” a
group that empowers employees to seek new roles at Nielsen, since Mathur’s team found
that making a lateral move increases an associate’s chance of staying with the company
by 48%.
Final Aspects:

Finally, to build a people analytics program with impact, you’ve got to tell a rousing
story to executives. “Conveying that information in a really simple way, to certain
audiences, and giving people access to the data, is very, very helpful in communicating
that message,” Shagam says.

Mathur recommends finding an allegory. He used the one about the shoemaker’s son.
When his team started on their analytics journey, “it really made us feel like the
shoemaker’s son who didn’t have shoes.” Nielsen had been busy undertaking analyses for
its many clients, but never for itself.

Of course, now he’s got data to demonstrate his success, including an 80% increase in
lateral moves at Nielsen in the first half of 2016. But he sees a lot more potential for his
team’s work. “Now, he’s got some shoes, they still have holes in them,” says Mathur.
“But, we think we will fill those holes pretty soon, and break many more myths that we
can’t even imagine today.”

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