Thursday, January 29, 2015

Digital Master Tuning XXVI: How to Leverage Talent Analytics to Run a Smart HR?

Start with creating a data-savvy mindset in HR.

People are the most invaluable asset in businesses. however, many organizations still run their workforce management/HR department as a back office administration function, hire and fire mechanically. At the age of Big Data, how to apply talent analytics to make the right persons to the right positions and how to invest human capital to achieve its full potential and catalyze the business growth. And what’s the systematic approach in running a smart HR?

A lot has to do with creating a data-savvy mindset in HR. A lot of HR professionals are not used to applying data to support the decision-making process. Regular discussions about HR data, reports, definitions and dashboards should go along way in creating a sense of awareness. Having the data isn't worth anything if HR is not conscious enough to provide the context and interpretations of the data. Solution designing approach based on understanding the business problems will be most ideal. use available data, create a case, test the model and further refine to make it more suiting.  From leadership perspective, managers need to have confidence with the data and have at least a basic understanding of where it comes from and how it is derived, they need to be comfortable with data, and have confidence in their validity  and how to make evidence based decisions.

It really is going to ultimately depend on what you're looking for, the fundamental business goals. What are you trying to solve for? What metrics are important to your stakeholders? Do you want analytics (historical/current), planning (predictive), or both? What does the analytics team look like?
- Figure out what your overall business objectives are ;
- Figure out how HR/workforce analytics & planning align to those business objectives;
- Come up with a list of requirements out of an analytics/planning system;
- Figure out which, if any products out there fit those needs.

HR data should be integrated with business information: HR data has to be "interpreted" including recommendations...indeed, it is not "ideal" but critical to do so. If you are not adding value to the basic data in this way, then what are you doing? It is just like to have a computer spit out some numbers...without interpretation, "sense-making" and application of judgement within the business context, then why should you do it? What are the biggest challenges need to overcome? The biggest problems are not with IT or complexity. The biggest issues are the lack of understanding of how the business operates, lack of building the "business logic" that links the HR/Workforce data to business outcomes and the lack of an overall strategy that binds them.

Applying the right tools to solve the talent management problems you encounter. Which tools shall you select depends on your internal capacity and what you're trying to do. There are analytics tools that are strong at historical and current state analytics. Some of other tools will do the predictive/ workforce planning but generally require you to set up your own models and are not tailored to HR. These systems generally need more work than an out of the box solution, in terms of querying, building data links, setting up predictive models, etc. The other option is to go with a solution designed for workforce Analytics/ Planning. that has workforce-specific driven metrics, dashboards, and predictive capability out of the box.

Organizations are at the start of a positive shift, making data part of the conversation will invariably produce the required change over time. Reporting via dashboards has the potential for meaningful impact. It needs hard work, persistence, resilience, and a deliberate strategy to make it happen. Furthermore, you need a range of stakeholders and business processes to come together to make it happen, from senior management, to frontline managers, to HR, to IT. Overall, it is a journey, but without concerted effort and consideration of the change management issues, then a culture of data driven decision making will not just "spontaneously" appear. It needs to be embedded into the business culture - the collective mind to make effective decisions and the very habit to run a smart business.

Digitalization is like a flywheel, and Digital Masters are the one riding above it. Surf more Information about Digital Master:


Your interesting work is showing your devotion with work. Its awesome thanks for share your interesting work.
organizational intelligence

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