BBVA Compass: Capitalizing on Workforce Insights to Reduce Turnover
Company Size
1,000+
Region
- America
Country
- United States
Product
- Visier Talent Advisor
- Visier Workforce Intelligence
Tech Stack
- Visier
Implementation Scale
- Enterprise-wide Deployment
Impact Metrics
- Cost Savings
- Employee Satisfaction
- Productivity Improvements
Technology Category
- Analytics & Modeling - Predictive Analytics
- Analytics & Modeling - Real Time Analytics
Applicable Industries
- Finance & Insurance
Applicable Functions
- Business Operation
- Human Resources
Services
- Data Science Services
- System Integration
About The Customer
BBVA Compass is a U.S. banking franchise with business units focused on commercial banking, retail banking, and wealth management. It ranks among the top 25 largest U.S. commercial banks based on deposit market share, operating 669 branches across the Sunbelt region. As a subsidiary of the global financial services group BBVA, it leverages technology as a competitive advantage for its diversified business. The company is committed to optimizing its workforce to drive more business value and improve overall performance.
The Challenge
The HR reporting team at BBVA Compass was overwhelmed with data, producing numerous reports that provided minimal insights. The team aimed to shift its focus from reporting to analytics to optimize the workforce and drive business value. Their goals included reducing unwanted turnover, retaining top performers, supporting diversity initiatives, examining demographic trends, and determining the impact of training on revenue. However, the team spent most of its time collecting and validating data, leaving little time for analysis. Adding more staff was not an option.
The Solution
The team, backed by a CHRO who understood the advantages of becoming more data-driven, reviewed several options, including solutions from Mercer, MicroStrategy, and Cloudera. They ultimately chose Visier due to its ease of implementation and use. The team used Visier to tackle a high-priority project—reducing voluntary turnover for a key revenue-producing role. They analyzed turnover by region and branch, discovering that 70 branches accounted for 41% of turnover. To improve retention, they assigned regional HR business partners to interview employees and managers at high-turnover branches and developed customized action plans. An ongoing management review process was established to ensure continuous monitoring and implementation of these plans.
Operational Impact
Quantitative Benefit
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