C op yr i g h t © 2015, S A S I ns t it ut e I nc . A ll r ight s r es er ve d .
SAS LEARNING & DEVELOPMENT
– 01 JULY 2015

HARVARD
BUSINESS REVIEW WHAT IS A DATA SCIENTIST?
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Data scientists … understand how to fish out answers to important business questions from today’s tsunami of unstructured information.
Data scientists help decision makers shift from ad hoc analysis to an ongoing conversation with data.
The ability to see what was previously invisible improves operations, customer experiences and strategy.
• “Making Advanced Analytics Work for You” and “Data Scientist: The Sexiest Job of the 21 st Century”
Harvard Business Review October 2012
C op yr i g h t © 2015, S A S I ns t it ut e I nc . A ll r ight s r es er ve d .

THE
GUARDIAN
WHAT IS A DATA SCIENTIST?
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Someone who can bridge the raw data and the analysis and make it accessible.
It's a democratising role; by bringing the data to the people, you make the world just a little bit better.
• http://www.theguardian.com/news/datablog/2012/mar/02/data-scientist
C op yr i g h t © 2015, S A S I ns t it ut e I nc . A ll r ight s r es er ve d .

SAS
WHAT IS A DATA SCIENTIST?
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Collecting large amounts of unruly data and transforming it into a more usable format.
Solving business-related problems using data-driven techniques.
Working with a variety of programming languages, including SAS,
R and Python.
Having a solid grasp of statistics, including statistical tests and distributions.
Staying on top of analytical techniques such as machine learning, deep learning and text analytics.
Communicating and collaborating with both IT and business.
Looking for order and patterns in data, as well as spotting trends that can help a business’s bottom line.
C op yr i g h t © 2015, S A S I ns t it ut e I nc . A ll r ight s r es er ve d .

CUSTOMER
CASE STUDY
CHALLENGES FACED
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Organisational perspective
Inefficient process
 analytical procedures taking four times longer
• to run than anticipated
Staff retention – 28% turnover per annum
• Slow to adopt new technologies and ways of working
• No standard or repeatable business
• process
Low employee engagement.
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Individual perspective
Limited induction and technical training
• No clear role definition
• No personal development path
• No career progression
• No innovation.
C op yr i g h t © 2015, S A S I ns t it ut e I nc . A ll r ight s r es er ve d .

CUSTOMER
CASE STUDY
THE APPROACH
Discovery
Support,
Coaching &
Mentoring
Assess,
Analyse &
Benchmark
Deliver
Learning
Design &
Build
C op yr i g h t © 2015, S A S I ns t it ut e I nc . A ll r ight s r es er ve d .

CUSTOMER
CASE STUDY
THE APPROACH
• Discovery phase
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Joint understanding of requirements
Document the challenges
Agree the approach
Baseline and measure the outcomes
• Assess, Analyse and Benchmark Skills
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Assess the learning need
Map roles and competencies
Identify skills and competency gaps
Identify and prioritise learning interventions
Identify accreditation and certification paths
Capture baseline data.
C op yr i g h t © 2015, S A S I ns t it ut e I nc . A ll r ight s r es er ve d .

CUSTOMER
CASE STUDY
THE APPROACH
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Design and Build
Document the learning strategy
Identify the Mentors
Jointly design and develop customised learning materials.
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Deliver Learning
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Mentor boot camp
Team building
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Learning delivery and soft / business skills
Planning and structuring learning
Pre-requisite SAS skills via social learning
Targeted SAS courses using customer data and processes
Leadership, Policy and Regulatory training
Initial joint learning delivery.
C op yr i g h t © 2015, S A S I ns t it ut e I nc . A ll r ight s r es er ve d .

CUSTOMER
CASE STUDY THE APPROACH
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• Reduced involvement from SAS
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Providing support to the Mentors
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Weekly review calls / meetings
SAS technical guidance
Learning delivery skills
Hints, tips and best practice
Ad hoc support
Programme review
Mentor succession planning and implementation
Identify additional skills and capabilities gaps
Design, develop and deliver new learning.
C op yr i g h t © 2015, S A S I ns t it ut e I nc . A ll r ight s r es er ve d .

CUSTOMER
CASE STUDY
THE APPROACH
Discovery
Support,
Coaching &
Mentoring
Assess,
Analyse &
Benchmark
Deliver
Learning
Design &
Build
C op yr i g h t © 2015, S A S I ns t it ut e I nc . A ll r ight s r es er ve d .

CUSTOMER
CASE STUDY
DEVELOPMENT PATHS &
CAREER PROGRESSION
NEW RECRUIT
Level
1
Technical skills
PROGRESSION
Level
2
Technical skills
Problem solving
Project-based assessment
PROMOTION
Level
3
Technical skills
Supervisory role
Human relations skills
Problem solving
PROGRESSION
Level
4
Technical skills
Supervisory role
Human relations skills
Solution provider
Accountability
SAS Certification
PROMOTION
Level
5
Technical skills
Managerial role
Human relations skills
Solution provider
Freedom to act
C op yr i g h t © 2015, S A S I ns t it ut e I nc . A ll r ight s r es er ve d .

CUSTOMER
CASE STUDY BENEFITS
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People
Attracting new talent
Improved staff retention
Increased employee morale and engagement
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Process
Improving business process through innovation
Maximise performance and productivity
Standardised skills and capabilities
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Platform
Maximum exploitation of analytical tools available
Build a consistent SAS / analytical tool user community
A repeatable, structured staff development solution.
C op yr i g h t © 2015, S A S I ns t it ut e I nc . A ll r ight s r es er ve d .

IN THE UK
PUBLIC SECTOR
WHY IS THIS IMPORTANT?
High performing that flexes to demand and simplifies support
On demand SAS to tackle current and future analytical challenges
Analytics Competency Service for Government
Leading edge technology to exploit the best from the analytical community
Working cross government to maximise shared agendas to benefit the public purse
C op yr i g h t © 2015, S A S I ns t it ut e I nc . A ll r ight s r es er ve d .

SAS LEARNING &
DEVELOPMENT
WOULD YOU LIKE TO KNOW MORE?
Nigel Armstead
Delivery Manager
07881 249 259 nigel.armstead@sas.com
C op yr i g h t © 2015, S A S I ns t it ut e I nc . A ll r ight s r es er ve d .