This slides set provides an overview of Bernard Marr's 20 Minute Masterclass on maximising the effectiveness of HR data. Through the use of good data, metrics and analytics HR departments can influence key decision-making.
2 Maximise the effectiveness of
HR data and make the CEO listen! Master Class 2: 14th November 2013 Bernard Marr Founder and CEO, Advanced Performance Institute
Today’s HR systems can offer
business leaders incredibly rich insights into their people, processes and performance. Inthesecond20MinuteMasterClassofthis series, Bernard Marr, best-selling business author and enterprise performance expert, examined what HR data companies can use to inform business decisions, and how HR leaders can gain the ear of the CEO by making more strategic use of their data. The datafication of people A wealth of data and processes The HR function is second only to Finance in terms of data richness. But most HR organisations aren’t making strategic use of their data. to intelligently use the vast amounts of data they hold for key decisions has The opportunity for businesses never been clearer
Datafication Thinkbeyond traditional records of
the world Data isn’t just conﬁned to conventional systems of record – it’s generated by everythingfromtheRFIDsensorsinsecurity badges to company emails and the GPS in our phones. The ethical use of text, voice and movement analytics, face recognition and sentiment analysis can generate powerful insights. Every conversation and activity leaves a digital trace. By the end of 2013, we will generate the same amount of data EVERY TEN MINUTES as was produced between the dawn of time and 2008.
1. Ask strategic questions 2.
Identify the right data 3. Analyse the data 4. Turn it into insight The four stages of alchemy from data to value Technologyshould support this approach but you should always follow a business case – this isn’t an IT-driven exercise. “ ”
Whatdoyouwanttoachieveasabusiness? Do you have the
right people with the right skills? How do you engage them? Use data to test relationships and understand the impact of HR-related objectives. The patterns uncovered in data very often have little to do with cause and effect but can help make reliable inferences and predictions through statistical probability, e.g. “people who bought X were also interested in Y”. Developa 1-pagestrategy map Causation or correlation?
Most HR Surprising real-world insights
departments are better at the business of people than using data. But you can find out a lot about the human side of everything from data. A retailer was able to quantify the effect of a percentage increase in staff engagement in terms of productivity, satisfaction and ﬁnancial performance per square foot in store. A contact centre discovered people with a criminal record perform better in call handling than those without. A bank discovered that employees who held degrees from second or third tier universities were outperforming those from red brick institutions. A fashion retailer looking for motivated, self-driven store advisors looks at the Klout score (measure of social media inﬂuence) of candidates and employs popular people with a large network of friends. “ ”
HR can increase its strategic
worth by identifying the questions the Senior Leadership Team needs to answer, prioritising initiatives, and engaging IT as a support function to enablethe collection and analysis of data. Business case ﬁrst, IT second. Useful advice when dealing with Big Data #20mmc Data opens up huge opportunities for HR but only if they turn it into insight. #20mmc “ ”
Companies are investing in Big
Data and analytics tools to help make their HR departments more insight-driven and improve operational performance. But very few organisations have done any signiﬁcant statistical analysis of employee data at all. The rest are still trying to get out from under the burden of data management and reporting challenges to deliver standard operational metrics. Bringing data science to HR
Those organisations that lead the
way in analytics typically generate higher returns and tend to have healthier leadership pipelines. What’s more, their HR teams are more likely to be respected by their business counterparts for their data-driven decision-making, giving them the strategic muscle to effect real business change. While tools are important, leading companies have also invested in sound data management, focused on the right problems, and built strong relationships with ﬁnance and operational analytics teams. To ﬁnd out more about the tools and technologies that can help you readily apply these approaches to your own business: Call: +44 (0) 8450 742990 Email: firstname.lastname@example.org Carry on the conversation: LinkedIn bit.ly/20mmc Twitter #20mmc