1) Most companies still base talent decisions on intuition rather than data-driven evidence, but analytics are beginning to drive decisions about recruiting, retaining, and developing employees.
2) Early uses of workforce analytics have focused on reducing costs like turnover, but the goal of using analytics to directly impact revenue and profits is gaining importance.
3) For analytics to be effective, HR and business leaders must collaborate to link workforce data to financial data and business outcomes.
As the complexity of workforce challenges continues to rise, so has the demand for more quantitative approaches to solving tough people-related challenges in organizations. To better understand the state of affairs in workforce analytics, we spoke with over 40 game changers to discover the problems they are trying to solve, the approaches they are using and the pitfalls they’ve encountered.
Predictive talent analytics uses data to predict employee performance and guide human capital decisions. Some organizations have developed sophisticated analytic tools to do this, but adoption remains low due to a lack of analytical skills and too many potential metrics to analyze. While predictive analytics provides benefits, human judgment is still important, and organizations must balance analytics with qualitative assessments to develop a holistic view of their employees.
For decades, industries and companies around the world have known talent can serve as one of the best competitive advantages. It is also clear identifying the right talent for your business is vital because not everyone is going to be a perfect fit.
The Datafication of HR: Graduating from Metrics to AnalyticsVisier
This document discusses how HR can graduate from simple metrics to more advanced analytics. It argues metrics like turnover rates only tell part of the story and advanced retention analytics can provide more insight. Similarly, measures like time to hire don't capture effectiveness, while recruiting analytics can provide visualizations to support decisions. The document also outlines common pitfalls to avoid when adopting analytics, such as not starting due to data quality issues or believing traditional data warehouses are necessary.
The Top HR Stories to Tell with Data: Templates that Wow Business LeadersVisier
The “datafication of HR” is one of 2014′s hottest topics, with 91% of organizations aspiring to move from reactive or operational reporting to proactive workforce analytics over the next 24 months. Indeed, “experience with workforce analytics” has become a sought-after line item on HR professionals’ resumes.
What is driving the “datafication” of HR? A growing number of corporate boards, CEOs, and CHROs understand that by applying data-driven solutions to improve decisions about talent, they can improve revenues and profits. Really, if you can measure real impactful aspects of the people in your organization and make intended changes, you can get the impact in terms of real business results. More than ever before, HR can play a critical role in driving business performance.
View the full webinar recording here:
http://www.visier.com/lp/top-10-hr-stories-with-data/
This document discusses the viability of using data analytics in human resources. It begins by providing background on how the role of human resources has evolved from a clerical, administrative function to a more strategic business partner. It then discusses some potential barriers to implementing effective HR analytics, including a lack of understanding of data and analytics, insufficient statistical skills within HR, and issues with data sourcing and quality. The document concludes by providing examples of how analytics have been successfully applied to recruitment and selection processes and employee retention efforts.
The document discusses how technology is disrupting HR practices such as recruitment and healthcare spending. A survey found that 73% of companies' recruitment processes have changed in the last two years due to technology. While technology can automate some tasks, humans are still needed to make final decisions. The document recommends that HR professionals become proficient in data analysis to adapt to these changes. It also provides statistics on companies' recruitment budgets and tool investments.
As the complexity of workforce challenges continues to rise, so has the demand for more quantitative approaches to solving tough people-related challenges in organizations. To better understand the state of affairs in workforce analytics, we spoke with over 40 game changers to discover the problems they are trying to solve, the approaches they are using and the pitfalls they’ve encountered.
Predictive talent analytics uses data to predict employee performance and guide human capital decisions. Some organizations have developed sophisticated analytic tools to do this, but adoption remains low due to a lack of analytical skills and too many potential metrics to analyze. While predictive analytics provides benefits, human judgment is still important, and organizations must balance analytics with qualitative assessments to develop a holistic view of their employees.
For decades, industries and companies around the world have known talent can serve as one of the best competitive advantages. It is also clear identifying the right talent for your business is vital because not everyone is going to be a perfect fit.
The Datafication of HR: Graduating from Metrics to AnalyticsVisier
This document discusses how HR can graduate from simple metrics to more advanced analytics. It argues metrics like turnover rates only tell part of the story and advanced retention analytics can provide more insight. Similarly, measures like time to hire don't capture effectiveness, while recruiting analytics can provide visualizations to support decisions. The document also outlines common pitfalls to avoid when adopting analytics, such as not starting due to data quality issues or believing traditional data warehouses are necessary.
The Top HR Stories to Tell with Data: Templates that Wow Business LeadersVisier
The “datafication of HR” is one of 2014′s hottest topics, with 91% of organizations aspiring to move from reactive or operational reporting to proactive workforce analytics over the next 24 months. Indeed, “experience with workforce analytics” has become a sought-after line item on HR professionals’ resumes.
What is driving the “datafication” of HR? A growing number of corporate boards, CEOs, and CHROs understand that by applying data-driven solutions to improve decisions about talent, they can improve revenues and profits. Really, if you can measure real impactful aspects of the people in your organization and make intended changes, you can get the impact in terms of real business results. More than ever before, HR can play a critical role in driving business performance.
View the full webinar recording here:
http://www.visier.com/lp/top-10-hr-stories-with-data/
This document discusses the viability of using data analytics in human resources. It begins by providing background on how the role of human resources has evolved from a clerical, administrative function to a more strategic business partner. It then discusses some potential barriers to implementing effective HR analytics, including a lack of understanding of data and analytics, insufficient statistical skills within HR, and issues with data sourcing and quality. The document concludes by providing examples of how analytics have been successfully applied to recruitment and selection processes and employee retention efforts.
The document discusses how technology is disrupting HR practices such as recruitment and healthcare spending. A survey found that 73% of companies' recruitment processes have changed in the last two years due to technology. While technology can automate some tasks, humans are still needed to make final decisions. The document recommends that HR professionals become proficient in data analysis to adapt to these changes. It also provides statistics on companies' recruitment budgets and tool investments.
People Analytics: Improving the Employee Experience and ProductivityDr Susan Entwisle
It is true today more than any point in history that talent is a company’s greatest asset. To thrive in our hyper competitive global economy, companies need the right talent to deliver exceptional customer experiences efficiently with minimal risk. Traditionally, Human Resource teams have made decisions on hiring, assigning and developing employees using experience, instinct, and basic statistical data. The same advanced analytics and machine learning techniques we use to improve the customer experience are now being used for our people. People analytics provides insights and enables better and faster data-driven decision making across all aspects of people at work.
Topics covered in this presentation include:
How analytics has changed the customer experience.
Current state of employee engagement and its impact.
Limitations of cognitive decision making process.
What is people analytics?
How companies are using people analytics today?
Challenges in adoption of people analytics.
Guidance to get started on people analytics journey.
Get Analytical - Next Generation Tools Make it Easier for HR to Find the Data...Mark Berry
The document discusses how HR leaders can use workforce analytics tools to gain valuable insights from employee data. It describes how ConAgra Foods uses analytics software to track key performance indicators and diversity patterns. Analytics enable measuring total workforce costs and assessing how pay practices affect retention and diversity. The document also discusses how workforce analytics help with talent forecasting to improve recruiting strategies and enable data-driven workforce planning to address issues like impending retirements.
A session at the CBS Competitiveness Day 2015 - Human Capital Analytics Group has conducted a study on the use of employee engagement surveys in Danish companies. We interviewed representatives from the large Danish companies and major survey providers, and conducted a quantitative research on the use of employee engagement surveys in Denmark. This resulted in a Trend Spotting Report “Employee Engagement Surveys in Denmark”.
This document summarizes a study on recruitment analytics. It found that while 71% of recruiting professionals see analytics as important, only 15% have dedicated tools. Hiring managers see analytics as the highest priority but only 7% have access to relevant data. Medium-sized companies are best equipped for analytics. Respondents are dissatisfied with current tools and budgets for analytics are increasing. Top metrics include source of hire, time to hire, and applicants per hire. Career sites and job boards are the top sources currently but referrals and social media are rising. The conclusion recommends treating recruitment data as a vital asset and inspecting advanced analytics tools.
Big data and analytics are buzzwords that companies hope will boost performance, but many are unsure how to utilize analytical tools effectively. While 96% of major companies surveyed admit they could make better use of big data, a Black & Veatch report found 32% do not know how to use analytics technologies. HR departments in particular have significant data that could be analyzed to improve strategies and measure return on investment in talent programs. However, experts caution that quality of data is more important than quantity, and companies should start with small, targeted analytics projects linked to clear business goals to build confidence in the value of data-driven decision making over time.
Hiring in a Candidate Driven Market: People, HR & AnalyticsAggregage
HR analytics empower organizations to use employee data to make better working decisions and improve performance in areas such as attracting top talent, accurately forecasting future staffing needs, and improving employee satisfaction. Join us to learn how to empower your organization to align metrics with strategic business goals, using HR analytics.
David Bernstein of eQuest, the global leader in job-posting delivery and job board performance analytics, discusses how Big Data analysis provides organizations with greater recruitment marketing effectivenss than ever before. By not only delivering predictive information on job postings but by also taking a holistic look at your talent pipeline, Big Data analysis provides the insight organizations need to make better-informed decisions more quickly, reducing time-to-hire, costs and administrative burden.
The What, The Why and the How of People Analytics November 2017Dave Millner
The document discusses people analytics and provides an overview of the topic. It defines people analytics as using data and analytics tools to make faster and more confident business decisions regarding people. It outlines the benefits of people analytics such as increased productivity and engagement. It also discusses how companies that excel at people analytics focus on the business, have a fully involved CHRO, leverage outside resources, and view analytics as a long-term investment that becomes part of their DNA.
Optimizing Your Workforce Productivity & Retention - Human Capital Insights -...ADP, LLC
In this Issue of Human Capital Management Vol. 5: Flexible Work Arrangements: Optimizing Your Workforce Productivity & Retention Five Eco-Friendly Strategies for Global Organizations Data Security Checkup: Protecting Employee Health Information
How Can People Analytics Help During COVID-19?Damien Hutchens
This document summarizes a presentation given at a people analytics meetup group discussing how people analytics can help during the COVID-19 pandemic. It outlines some of the key people data that is readily available, such as workforce availability, productivity levels, and employee wellbeing indicators. It also discusses analyzing trends in this data over time to help organizations with challenges like workforce planning, remote work adoption, and monitoring employee stress and isolation during periods of social distancing.
This document discusses how organizations can use workforce analytics to prepare their workforce for future needs. It recommends that HR leaders establish a single source of truth for employee data and use analytics tools to gain insights from this data. This will allow HR to monitor workforce trends, understand talent needs, and make strategic decisions. The document provides examples of how workforce analytics can help with talent retention, recruitment, and succession planning. It argues that analytics will help HR transform from a transactional to a strategic function and better support business goals.
The Connected Digital Economy and Benchmarking for Competitive Advantage - Hu...ADP, LLC
In this Issue of Human Capital Management Vol. 4: The Connected Digital Economy
Benchmarking for Competitive Advantage New Year Presents New ACA Opportunity:
Strategies for Communicating with Your Employees
HR Analytics: A Brief study on predictive attritionIJSRED
1. The document discusses HR analytics and its role in predicting employee attrition. It defines key terms like HR analytics, people analytics, predictive analytics, and descriptive analytics.
2. Several HR analytics tools and software that use predictive modeling and machine learning to analyze workforce data and predict attrition are mentioned, including those from IBM, SAP, and Workday.
3. Case studies show how startups and companies like HP have used analytics to successfully predict attrition and save costs associated with employee turnover.
Jeremy Doyle discusses people analytics and the future of work. People analytics uses data on individual and team behaviors to correlate them with organizational key performance indicators. Capturing unstructured behavioral data provides new visibility for decision making. Case examples show how people analytics identified important behaviors driving performance, such as informal relationships, expertise transfer, cohesion, and employee integration. Changes based on analytics insights improved productivity, job satisfaction, and sales.
Real-time Workforce Planning: Keeping up with business change Bhupesh Chaurasia
Adapting to change is not a new concern, but responding to the increasing pace of change is a challenge many of today’s organizations struggle with. Adoption rates for new technologies continue to accelerate, and each new innovation raises our expectations for how things get done. To keep up with the pace of change of both technology and process, business leadership
must adopt more dynamic decision-making processes throughout every part of the organization – including its people processes.
The document discusses evidence-based HR, which is defined as using data and research to support people-related decision making in organizations. It finds that evidence-based HR is still in an early pioneering stage, with major companies only collecting useful datasets for analysis in the past 2-3 years. While executives are increasingly committed to using big data and analytics, the HR function faces perceptions that it lacks credibility in demonstrating connections between HR initiatives and business outcomes. Academics also believe companies overlook much relevant academic research on HR issues. Overall, evidence-based HR faces obstacles but its use is expected to grow as companies recognize benefits like McDonald's did in boosting sales with older frontline employees. HR must adapt to the changing landscape by gaining needed
Get your Insider’s Guide to Workforce Analytics. Learn the definitions of key terms, see examples of metrics and analytics, and discover how to measure your company’s workforce analytics maturity. Plus, learn about common approaches to workforce analytics and hear case studies of analytics in action.
How to create more impact with People AnalyticsDavid Green
The document discusses how to create more impact with people analytics. It provides examples of case studies that demonstrate how organizations have quantified the business value of things like candidate experience, employee engagement, and diversity. It also covers nine dimensions of excellence in people analytics and how building data literacy can help HR professionals better use data and analytics. The overall message is that people analytics can provide valuable insights when used to address specific business problems.
An analytics revolution is upon us. Knowledge workers are in short supply, the competition for talent has gone global; turnover is rising; and employee engagement is stagnant at best. How can companies attract, retain, and develop employees who can drive business results and have the data to back up these decisions? A recent PwC survey found more than 80% of respondents said that they needed talent-related insights to make business decisions. Yet most enterprises still base talent decisions on gut feeling. Few can offer analytic evidence to support their hunches. Now, finally, analytics are beginning to drive decisions about people. This is a must-read report for all HR leaders, HR practitioners, and business leaders.
This document discusses the benefits of HR and payroll software. It explains that HR and payroll software allows organizations to generate pay slips and salary registers automatically based on employee attendance, leaves, overtime, allowances, loans, bonuses, and standard deductions. It reduces the workload of the HR department and provides faster access to HR information. Some key benefits mentioned include accurate payroll reporting, tax compliance, organized record keeping, flexibility, and time and cost savings compared to traditional payroll services. The document also provides an overview of the features and modules included in the HRMS software such as administration settings, employee details, payroll configuration, attendance tracking, salary processing, reports, and a leave application module.
Talent metrics measure tangible data like headcount and attrition rates, while talent analytics provide strategic insight by measuring intangibles in a future-focused way to predict outcomes. Analytics align metrics to business strategy by illustrating trends and correlations within complex data sets. While metrics provide quantitative information about past and present states, analytics perform systematic analysis to connect multiple data points, drive strategy, and predict the future in a transformative way.
People Analytics: Improving the Employee Experience and ProductivityDr Susan Entwisle
It is true today more than any point in history that talent is a company’s greatest asset. To thrive in our hyper competitive global economy, companies need the right talent to deliver exceptional customer experiences efficiently with minimal risk. Traditionally, Human Resource teams have made decisions on hiring, assigning and developing employees using experience, instinct, and basic statistical data. The same advanced analytics and machine learning techniques we use to improve the customer experience are now being used for our people. People analytics provides insights and enables better and faster data-driven decision making across all aspects of people at work.
Topics covered in this presentation include:
How analytics has changed the customer experience.
Current state of employee engagement and its impact.
Limitations of cognitive decision making process.
What is people analytics?
How companies are using people analytics today?
Challenges in adoption of people analytics.
Guidance to get started on people analytics journey.
Get Analytical - Next Generation Tools Make it Easier for HR to Find the Data...Mark Berry
The document discusses how HR leaders can use workforce analytics tools to gain valuable insights from employee data. It describes how ConAgra Foods uses analytics software to track key performance indicators and diversity patterns. Analytics enable measuring total workforce costs and assessing how pay practices affect retention and diversity. The document also discusses how workforce analytics help with talent forecasting to improve recruiting strategies and enable data-driven workforce planning to address issues like impending retirements.
A session at the CBS Competitiveness Day 2015 - Human Capital Analytics Group has conducted a study on the use of employee engagement surveys in Danish companies. We interviewed representatives from the large Danish companies and major survey providers, and conducted a quantitative research on the use of employee engagement surveys in Denmark. This resulted in a Trend Spotting Report “Employee Engagement Surveys in Denmark”.
This document summarizes a study on recruitment analytics. It found that while 71% of recruiting professionals see analytics as important, only 15% have dedicated tools. Hiring managers see analytics as the highest priority but only 7% have access to relevant data. Medium-sized companies are best equipped for analytics. Respondents are dissatisfied with current tools and budgets for analytics are increasing. Top metrics include source of hire, time to hire, and applicants per hire. Career sites and job boards are the top sources currently but referrals and social media are rising. The conclusion recommends treating recruitment data as a vital asset and inspecting advanced analytics tools.
Big data and analytics are buzzwords that companies hope will boost performance, but many are unsure how to utilize analytical tools effectively. While 96% of major companies surveyed admit they could make better use of big data, a Black & Veatch report found 32% do not know how to use analytics technologies. HR departments in particular have significant data that could be analyzed to improve strategies and measure return on investment in talent programs. However, experts caution that quality of data is more important than quantity, and companies should start with small, targeted analytics projects linked to clear business goals to build confidence in the value of data-driven decision making over time.
Hiring in a Candidate Driven Market: People, HR & AnalyticsAggregage
HR analytics empower organizations to use employee data to make better working decisions and improve performance in areas such as attracting top talent, accurately forecasting future staffing needs, and improving employee satisfaction. Join us to learn how to empower your organization to align metrics with strategic business goals, using HR analytics.
David Bernstein of eQuest, the global leader in job-posting delivery and job board performance analytics, discusses how Big Data analysis provides organizations with greater recruitment marketing effectivenss than ever before. By not only delivering predictive information on job postings but by also taking a holistic look at your talent pipeline, Big Data analysis provides the insight organizations need to make better-informed decisions more quickly, reducing time-to-hire, costs and administrative burden.
The What, The Why and the How of People Analytics November 2017Dave Millner
The document discusses people analytics and provides an overview of the topic. It defines people analytics as using data and analytics tools to make faster and more confident business decisions regarding people. It outlines the benefits of people analytics such as increased productivity and engagement. It also discusses how companies that excel at people analytics focus on the business, have a fully involved CHRO, leverage outside resources, and view analytics as a long-term investment that becomes part of their DNA.
Optimizing Your Workforce Productivity & Retention - Human Capital Insights -...ADP, LLC
In this Issue of Human Capital Management Vol. 5: Flexible Work Arrangements: Optimizing Your Workforce Productivity & Retention Five Eco-Friendly Strategies for Global Organizations Data Security Checkup: Protecting Employee Health Information
How Can People Analytics Help During COVID-19?Damien Hutchens
This document summarizes a presentation given at a people analytics meetup group discussing how people analytics can help during the COVID-19 pandemic. It outlines some of the key people data that is readily available, such as workforce availability, productivity levels, and employee wellbeing indicators. It also discusses analyzing trends in this data over time to help organizations with challenges like workforce planning, remote work adoption, and monitoring employee stress and isolation during periods of social distancing.
This document discusses how organizations can use workforce analytics to prepare their workforce for future needs. It recommends that HR leaders establish a single source of truth for employee data and use analytics tools to gain insights from this data. This will allow HR to monitor workforce trends, understand talent needs, and make strategic decisions. The document provides examples of how workforce analytics can help with talent retention, recruitment, and succession planning. It argues that analytics will help HR transform from a transactional to a strategic function and better support business goals.
The Connected Digital Economy and Benchmarking for Competitive Advantage - Hu...ADP, LLC
In this Issue of Human Capital Management Vol. 4: The Connected Digital Economy
Benchmarking for Competitive Advantage New Year Presents New ACA Opportunity:
Strategies for Communicating with Your Employees
HR Analytics: A Brief study on predictive attritionIJSRED
1. The document discusses HR analytics and its role in predicting employee attrition. It defines key terms like HR analytics, people analytics, predictive analytics, and descriptive analytics.
2. Several HR analytics tools and software that use predictive modeling and machine learning to analyze workforce data and predict attrition are mentioned, including those from IBM, SAP, and Workday.
3. Case studies show how startups and companies like HP have used analytics to successfully predict attrition and save costs associated with employee turnover.
Jeremy Doyle discusses people analytics and the future of work. People analytics uses data on individual and team behaviors to correlate them with organizational key performance indicators. Capturing unstructured behavioral data provides new visibility for decision making. Case examples show how people analytics identified important behaviors driving performance, such as informal relationships, expertise transfer, cohesion, and employee integration. Changes based on analytics insights improved productivity, job satisfaction, and sales.
Real-time Workforce Planning: Keeping up with business change Bhupesh Chaurasia
Adapting to change is not a new concern, but responding to the increasing pace of change is a challenge many of today’s organizations struggle with. Adoption rates for new technologies continue to accelerate, and each new innovation raises our expectations for how things get done. To keep up with the pace of change of both technology and process, business leadership
must adopt more dynamic decision-making processes throughout every part of the organization – including its people processes.
The document discusses evidence-based HR, which is defined as using data and research to support people-related decision making in organizations. It finds that evidence-based HR is still in an early pioneering stage, with major companies only collecting useful datasets for analysis in the past 2-3 years. While executives are increasingly committed to using big data and analytics, the HR function faces perceptions that it lacks credibility in demonstrating connections between HR initiatives and business outcomes. Academics also believe companies overlook much relevant academic research on HR issues. Overall, evidence-based HR faces obstacles but its use is expected to grow as companies recognize benefits like McDonald's did in boosting sales with older frontline employees. HR must adapt to the changing landscape by gaining needed
Get your Insider’s Guide to Workforce Analytics. Learn the definitions of key terms, see examples of metrics and analytics, and discover how to measure your company’s workforce analytics maturity. Plus, learn about common approaches to workforce analytics and hear case studies of analytics in action.
How to create more impact with People AnalyticsDavid Green
The document discusses how to create more impact with people analytics. It provides examples of case studies that demonstrate how organizations have quantified the business value of things like candidate experience, employee engagement, and diversity. It also covers nine dimensions of excellence in people analytics and how building data literacy can help HR professionals better use data and analytics. The overall message is that people analytics can provide valuable insights when used to address specific business problems.
An analytics revolution is upon us. Knowledge workers are in short supply, the competition for talent has gone global; turnover is rising; and employee engagement is stagnant at best. How can companies attract, retain, and develop employees who can drive business results and have the data to back up these decisions? A recent PwC survey found more than 80% of respondents said that they needed talent-related insights to make business decisions. Yet most enterprises still base talent decisions on gut feeling. Few can offer analytic evidence to support their hunches. Now, finally, analytics are beginning to drive decisions about people. This is a must-read report for all HR leaders, HR practitioners, and business leaders.
This document discusses the benefits of HR and payroll software. It explains that HR and payroll software allows organizations to generate pay slips and salary registers automatically based on employee attendance, leaves, overtime, allowances, loans, bonuses, and standard deductions. It reduces the workload of the HR department and provides faster access to HR information. Some key benefits mentioned include accurate payroll reporting, tax compliance, organized record keeping, flexibility, and time and cost savings compared to traditional payroll services. The document also provides an overview of the features and modules included in the HRMS software such as administration settings, employee details, payroll configuration, attendance tracking, salary processing, reports, and a leave application module.
Talent metrics measure tangible data like headcount and attrition rates, while talent analytics provide strategic insight by measuring intangibles in a future-focused way to predict outcomes. Analytics align metrics to business strategy by illustrating trends and correlations within complex data sets. While metrics provide quantitative information about past and present states, analytics perform systematic analysis to connect multiple data points, drive strategy, and predict the future in a transformative way.
To see the full webinar visit: https://www.analyticsinhr.com/hr-analytics-webinars/.
The Introduction to HR Analytics Webinar.
Analytics in HR is the leading blog about HR analytics. These slides are part of a webinar, which can watch at https://www.analyticsinhr.com/hr-analytics-webinars/
This is a presentation that I gave recently to a group of over 300 HR recruiting professionals at a large consulting company. Thought it might be of help to others.
This document discusses HR analytics and workforce analytics. It provides an overview of the history and current state of HR analytics. Some key uses of HR analytics include problem solving, decision making, and improving HR process efficiency. The document outlines various HR activities that can be analyzed, such as reporting, benchmarking, and predictive analysis. It emphasizes that HR analytics should focus on relevant metrics and provide context to be most useful. Overall, the document promotes the use of workforce analytics to gain insights that can provide competitive advantages and more effective organizational functioning.
The HR Business Partner is the most difficult role Human Resources can offer. Becoming the HRBP is a long journey, because the fresh college graduate has to learn many things about the HR Management.
The HR Business Partner is the most critical role in the modern HR Model. The HRBP is the employee, who acts as the single point of the contact for internal clients. However, the HRPB is not a pure sales person. The HRBP influences the work of Human Resources, participates in setting HR Goals and Objectives, leads difficult projects and collaborates with HR Centers of Excellence.
The role is critical, but many companies fail in choosing right employees for the position. The HR Business Partner has to be highly skilled and has to understand to all HR processes to sell them the right way.
Trendwise Analytics provides three levels of HR analytics and reporting capabilities to organizations. Level 1 involves descriptive analysis and dashboards to report basic metrics and percentages. Level 2 derives operational metrics like turnover and promotion ratios to track HR function efficiency. Level 3 utilizes predictive modeling like attrition forecasting, segmentation, and compensation analysis to inform decisions regarding retention, hiring, and compensation.
Creating the Human Resources Operating Model for the next generation. See also Blog article on HR Transformer Blog - http://tinyurl.com/nxk5jm. Discussion of key trends, components of HR operating model and some predictions. Short presentation given at EMRG BPO Conference June 23rd 2009, London. Andrew Spence Glass Bead Consulting.
This document discusses how HR can move from being perceived as "touchy-feely" to being driven by analytics. It outlines six levels of increasing analytics maturity for HR: 1) establishing basic HR metrics, 2) analyzing data to gain insights, 3) devising actionable strategies, 4) workforce forecasting, 5) developing predictive models, and 6) integrating HR analytics in real-time decision making. The document argues that becoming analytics-driven requires not just new tools but a cultural transformation to prioritize data-based decision making. It provides examples of companies that have benefited from various levels of HR analytics and urges readers to start measuring something and iterate continuously.
The document discusses HR analytics and predictive modeling. It defines key concepts like metrics, analytics, and business intelligence. Analytics uses data to understand past trends and predict future outcomes. The document outlines areas where predictive modeling can be applied in HR, like attrition, recruitment effectiveness, and talent forecasting. It also provides examples of companies like Oracle, Sprint, Starbucks, and Dow Chemical that have successfully used analytics to retain top performers, predict attrition, measure engagement impacts, and do workforce planning.
The document provides a template for an HR manager's key performance indicator (KPI) table. It includes instructions on defining key result areas, selecting KPIs, assigning weights and targets for each KPI, tracking actual results, calculating scores, and using the final score to determine bonuses, salary increases, and promotions. The template and additional HR tools can be downloaded from www.exploreHR.org.
Without a doubt, “TECHNOLOGY” is changing HR functions. This “PRESENTATION” lays out what will change and why, as well as how “HR" professionals can prepare FOR FUTURE i.e. 2020
This document discusses HR transformation and outlines 10 key points related to making HR more valuable to organizations. It addresses why HR needs to change and transform, focusing less on transactional tasks and more on strategic initiatives that support business objectives. Some of the main challenges HR faces in transforming include skills within HR departments, the business perception of HR's value, and effectively using technology. The document provides recommendations for how HR can enhance areas like leadership, skills, technology usage, and measurement to successfully transform and better support their organizations.
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
Ibm smarter workforce Unlock the people equation using workforce analytics to...Pauline Mura
Enabling the workforce to drive the business
IBM Talent and Change services and Smarter Workforce
solutions combine market-leading talent management
and social collaboration tools with the power of workforce
science and advanced analytics. They enable
organizations to attract, engage and grow topperforming
talent, create an engaging social and
collaborative culture, and connect the right people to get
work done. We help organizations build an impassioned
and engaged workforce and deeper client relationships
leading to measurable business outcomes.
People analyticsdriving business performance with peop.docxLacieKlineeb
People analytics:
driving business
performance with
people data
in association with
REPORT
June 2018
Global research
Workday is a leading provider of enterprise cloud applications
for finance and human resources. Founded in 2005, Workday
delivers financial management, human capital management,
and analytics applications designed for the world’s largest
companies, educational institutions, and government
agencies. Organizations ranging from medium-sized
businesses to Fortune 50 enterprises have selected Workday.
The CIPD is the professional body for HR and people
development. The not-for-profit organisation champions
better work and working lives and has been setting the
benchmark for excellence in people and organisation
development for more than 100 years. It has more than
145,000 members across the world, provides thought
leadership through independent research on the world of
work, and offers professional training and accreditation for
those working in HR and learning and development.
People analytics: driving business performance with people data
1
1
Report
People analytics: driving business
performance with people data
Contents
Foreword from the CIPD 2
Foreword from Workday 3
Introduction 4
People analytics: enabling data-driven insights 5
Purpose of the study: key questions 9
Findings 10
Discussion 35
Recommendations 37
Conclusion 38
References 38
Appendix: Methodology notes 42
Endnotes 47
Acknowledgements
This report was written by Edward Houghton, Senior Research Adviser: Human Capital
and Governance, and Melanie Green, Research Associate, at the CIPD.
We’d like to thank Tasha Rathour, Ian Neale and the team at YouGov for their help in
designing and running the survey instrument, as well as a number of experts for their
insights and guidance, including Andy Charlwood, Max Blumberg, Eugene Burke and
Andrew Marritt.
We’d also like to thank Workday for their ongoing interest in this important agenda.
Without their support, this research would not have been possible.
People analytics: driving business performance with people data
2 Foreword from the CIPD
1 Foreword from the CIPD
Data and technology are at the very forefront of innovation in HR as they are in so many
parts of business today. As many organisations modernise and incorporate data and
technology into their workforce practices, we see many new opportunities emerging to
use people data to better understand who our workforce are, how they work, and what
work means to them. Insights from people data offer the opportunity to change the way
workforce decisions are made in organisations, from those driven by instinct or habit
alone to those which are evidence-based and focused on developing long-term, positive
outcomes. Even the most basic people data itself holds considerable potential value to
organisations when used correctly, as we are seeing through the recent insights from
gender pay gap reporti.
58 Quotes, Facts, Benchmarks, and Best Practices on People and AnalyticsHarrison Withers
This document provides 58 quotes, facts, benchmarks, and best practices related to people analytics. It is intended to support organizations in creating great places to work. The quotes and facts are grouped under headings such as "The Case for HR Analytics", "HR Analytics in Practice", "14 Thoughts on Analytics for Talent Management", "10 Best Practices and Benchmarks for HR Shared Services", and "12 Reasons to Upgrade Your HR Analytics Toolset". The document contains insights from various sources on using data and analytics to improve talent management, demonstrate the value of HR, increase the effectiveness of shared services, and address challenges with current HR systems and tools.
HR leaders face challenges in acquiring, retaining, and managing talent as workforces change. A survey found a gap between the desired use of technology and analytics in HR and their actual use. Respondents saw the top HR goals as talent acquisition, employee engagement, and retention, but most felt HR practices needed improvement. Barriers included ineffective HR leadership, unengaged employees, and not aligning individual goals with business outcomes. Few organizations extensively use technologies like analytics or measure engagement, though it is a top priority. HR must improve data analysis skills, share data across the organization, and better communicate initiatives and results to bridge the gap between goals and performance in workforce management.
The document discusses how HR professionals need to move beyond basic metrics and adopt workforce analytics to gain deeper insights into challenges like talent retention, performance management, and total rewards. It provides examples of analytics that can provide strategic value in areas like recruiting effectiveness, performance, talent retention, employee movement, and total rewards. These analytics uncover important connections in organizational data to help HR leaders make better decisions that drive business success.
Workforce Analytics-Big Data in Talent Development_2016 05Rob Abbanat
1) The document discusses how workforce analytics uses big data approaches to improve talent management and recruiting. It outlines a 5-step process for implementing workforce analytics: clarifying the problem, determining metrics, gathering data, analyzing the data, and presenting results visually.
2) Most companies are still only reporting workforce analytics data, while few are able to forecast or simulate results. Examples are given of how some companies have used workforce analytics to optimize retention, promotions, and talent acquisition strategies.
3) The meeting discussed how workforce analytics can help move companies from decisions based on hunches to data-driven models, showing clearer links between talent expenditures and organizational performance.
Unlocking people data possibilities can shape your
strategy and help you make more informed decisions in your organization. Gut feel is good but data-driven is better.
1. Organizations must tie DEI efforts directly to business outcomes in order to truly prioritize them and avoid failure. Embedding diversity initiatives throughout the organization is key to success.
2. Companies that focus on diversity efforts using data financially outperform those that do not. Research shows benefits like boosting creativity and innovation as well as increased profits.
3. When DEI is interwoven with how success is measured and the CDO is given resources and support, initiatives are more likely to achieve lasting impact and change.
The document discusses how HR analytics has progressed slowly despite available data and evidence linking improved HR to organizational performance. To be more effective, HR must present data using a LAMP framework of logic, analytics, measures, and process. It also must pay attention to "push" factors to motivate decision-makers and "pull" factors so decision-makers understand, believe, and can apply the analytics insights. Specifically focusing analytics on how people impact business and educating leaders on the quality of their HR decisions could significantly improve HR's strategic role and organizational performance.
The document discusses the future of workforce analytics, arguing that as companies rely more on contingent labor, they will need more sophisticated analytics to strategically manage their workforces. While most companies recognize the value of analytics, many only use basic transaction data that does not provide deep insights. The document advocates integrating internal transaction data with external market data to better understand workforce dynamics and make informed strategic decisions. It provides examples of how baseball analytics has evolved to optimize team performance and argues that a similar approach could benefit workforce management.
The document is a report from the Economist Intelligence Unit that discusses the challenges of building a data-centric culture in organizations. It is based on a global survey of 395 executives. Some key points:
- Building the right organizational culture to realize business value from data analytics is now a priority for companies, as they have already invested in technology and talent.
- CEOs face the challenge of transforming company culture and how data is used. They must implement strategies from the top-down and engage employees.
- Successful data-driven companies are inspired by leaders who communicate a strong vision of how data can help the business and drive values like customer service. Leaders also provide expertise and education to help employees apply data.
Driving A Data-Centric Culture: The Leadership ChallengePlatfora
Embracing data as a corporate asset—and a source of competitive advantage—is not just a “good idea” that companies should consider. Such adoption will help determine the winners and losers across multiple markets and industries in the future.
In the last couple of years, corporate focus has shifted: first, from investing in the right technology and tools; then to acquiring the right talent and skills; and now to building the right organizational culture that can realize the business value of powerful big-data analytic tools.
Most organizations today are still focused on putting in place the right technology and talent, but others have evolved further and are working toward fostering a data-centric corporate culture.
McKinsey on Organization CHROs and talent managementPeter Allen
This document discusses the future of performance management in organizations. It begins by noting that traditional annual performance evaluations are widely disliked but still commonly used. It then outlines some emerging trends in how top companies are rethinking performance management, such as focusing only on top and low performers rather than trying to differentiate average ones, providing continuous feedback instead of annual reviews, and basing compensation more on team performance and skills development than individual ratings. The document suggests the changes signal performance management practices are overdue for an update to better suit modern job roles and business needs.
The COVID-19 pandemic has encouraged many recruitment companies to adapt their talent acquisition processes to new realities. A survey was conducted to know what the talent acquisition function looks like now and what it will look like in the future. Go through this PDF and get an overview of the significant findings of the survey! For talent management solutions and services, visit - https://www.emptrust.com/
This document provides an overview of a quarterly research eBook from the Human Capital Institute (HCI) called Talent Pulse. It explores trends and challenges in managing talent in areas like HR strategy and analytics, talent acquisition, learning and development, and management and leadership. Each quarterly issue focuses on one of these areas and includes statistically rigorous data analysis, expert interviews, and discussion of key topics determined by a survey of HR and business professionals. This particular issue focuses on the implications of the Affordable Care Act, use of HR data analytics, and workplace agility. It finds that while many organizations have addressed preparing for the Affordable Care Act, concerns remain regarding its unknown future impacts. It also reports that most
3 hr trends that are becoming best practicesTahir Chaudhry
HR is evolving from a transactional role focused on compliance to a strategic business partner. As workplaces become more transparent and technological, HR must change as well. Three trends becoming best practices are: 1) HR professionals partnering with leadership by providing a "human" perspective on decisions; 2) HR using data analytics to assess employees and provide insights for strategy; and 3) Automating routine tasks through HR software to free up time for strategic work. Embracing these changes will help HR grow and companies succeed.
This document contains a summary of 58 quotes, facts, benchmarks, and best practices related to people analytics that were curated by Media 1 consulting. It discusses topics such as the case for HR analytics, how companies are using analytics in practice, thoughts on analytics for talent management, best practices for HR shared services, and reasons to upgrade HR analytics tools. The information is presented thematically in sections intended to support creating great workplaces.
Linkedin global recruiting trends report 2017Pierre Bernard
Why read this ?
In order to plan for the future, you need to understand where
you stand compared to your peers. The goal of this report
is exactly that -- to help talent leaders like you benchmark
against teams across the globe when it comes to the most
important recruiting metrics and trends.
About this survey
This report is based on the survey responses of nearly 4,000
corporate talent acquisition leaders across 35 countries. All
respondents are at the manager level or higher.
Recruiting leaders surveyed globally reported the following key trends:
1. Recruiting teams play a crucial role in companies' futures and talent is the top priority, though most teams' sizes will remain the same.
2. Hiring volume will increase for many, with a focus on sales, operations, and engineering roles. Quality of hire and time to fill remain top metrics.
3. Most recruiting budgets are spent on traditional tactics like job boards and agencies, though leaders want to invest more in branding and tools.
4. Employer branding has significant impact on hiring but receives limited budgets; culture messaging attracts candidates' interest the most.
5. Key future trends include increasing diversity, automation
Midsized businesses play an important role in the recovering U.S. economy. The Association for Corporate Growth (ACG), for example, reports that while midsized businesses represent just 1% of all businesses, they provide 26.5% (48 million) of all U.S. jobs. Review this whitepaper and learn about the three key themes which emerged in the study results - employee engagement, talent management, and compliance.
Similar to Hbr hr-joins-the-analytics-revolution (20)
Market Signals – Global Job Market Trends – May 2024 summarized!Career Angels
How did the job market change in May 2024? Selected aspects: Europe (38 countries): +1.23% = 17 European countries saw an increase.
What do the other market signals tell us? Here’s a preview of what we have analyzed so far:
- gathered 18 270 data points
- received over 500 insights from Executives & HR Directors
- published 107 monthly reports, 870 daily updates & 13 special reports
- tracked 80 countries around the world for 48 months!
Check out our post summarizing the changes across 80 countries worldwide for May 2024! It also includes tips for employers and employees – covering e.g. CV for ATS: https://blog.careerangels.eu/market-signals-global-job-market-trends-may-2024-summarized/
#Markets #Jobs #Europe #CareerAngels
Top 11 HR Trends for 2024 That Will Change Future of WorkVantage Circle
As an HR, it is critical to keep yourself updated with the newer developments to make a smooth transition in the workplace. So, here is a list of top HR trends that will impact the workplace in 2024.
Team Building Activities for Introverts.pdfConfetti
Plan events that cater to all personality types! Activities that allow for quieter interaction and personal space can create a more inclusive and supportive atmosphere for all team members and help introverts feel more valued and understood.
Check out our blog for the full list 👉 https://share.withconfetti.com/4aV7kEz
HRMantra is a cutting-edge HR technology solution that harnesses artificial intelligence for digital transformation of HR operations. It streamlines processes like attendance management, performance evaluations, project progress tracking, employee database management, and payroll processing with automated income tax & benefit plans calculations. Unlock productivity, compliance automation, and data-driven insights with this innovative HR cloud platform for the future of work.
Why you need to recognize your employees? (15 reasons + tips)Vantage Circle
Discover the top reasons for employee recognition. Learn practical tips for creating an effective recognition program that benefits employees, managers, and the entire organization.
4. 2 | A HARVARD BUSINESS REVIEW ANALYTIC SERVICES REPORT
Findings Summarized
To understand this journey, Harvard Business Review Analytic Services conducted an online Pulse survey
of 230 executives, about a third of them from HR. See “Methodology,” page 7 We discussed the findings with six
consultants and practitioners. Based on this two-pronged research we conclude that:
■■ Many enterprises expect to increase reliance on workforce analytics in the next two years. However,
they must overcome long-standing hurdles, including data problems, staffing skills, and discomfort
with data-driven decisions about the workforce.
■■ Most early uses of workforce analytics have aimed at saving or avoiding costs; the goal to drive rev-
enue and profit needs greater emphasis.
■■ HR professionals and business executives must collaborate to combine workforce and financial data
that can support decisions that impact revenue and profit.
Figure 1
Workforce Concerns
Recruiting high-performing talent for succession and leadership positions
Developing existing talent for future leadership or scarce skill roles
Retention of high-performing talent
Managing costs associated with the workforce
Managing labor and skills to ensure business continuity and operations
Instilling and sustaining a sense of passion and purpose in employees
Recruiting creative, innovative, and problem-solving staff
Competiting for talent with competitors
Ensuring that diversity exists across the workforce
48%
46%
43%
35%
31%
28%
25%
20%
15%
From the list below, select the top three most important concerns your company has about its
workforce today.
5. HR JOINS THE ANALYTICS REVOLUTION
“We’ve seen a sea change in the last 12 to 18 months,” says Scott Pollak, a principal at PwC Saratoga, an HR
services unit. “We see CEOs and others wanting better data and not just a head count report, but how is
talent driving business results? This changes what gets measured.”
Recruiting and Retaining
Respondents to the Pulse survey said their most important workforce concerns were recruiting, retaining,
and developing high-performance talent and leadership. figure 1 Yet more than half use data only on an ad
hoc basis or use no data in workforce decision making. figure 2
“If we don’t have the right people in the right jobs, we can’t drive business performance,” says Nicole
Theophilus, executive vice president and CHRO for ConAgra Foods, Inc., based in Omaha, with 36,000
employees worldwide. “One of the toughest things in recruiting is to convince candidates to come work
for ConAgra Foods in Omaha,” she says. “It is a challenging industry, and good candidates have other
options in larger cities.”
ConAgra began using workforce analytics four years ago in a number of areas such as wellness, adoption,
and leadership development. It recently began to apply analytics in other areas such as recruiting and
retention. “We’ve been looking at what makes employees stick,” she says.
Much of the early development of workforce analytics has focused on recruiting and turnover, for obvious
reasons. Recruiting is costly, and turnover is rising as the economy recovers. According to PwC Saratoga,
voluntary turnover in U.S. organizations rose from 8 percent in 2012 to 9 percent in 2013. Voluntary turn-
over among high performers rose from 5 percent in 2012 to 6 percent in 2013, the highest in a decade.
Figure 2
Role of Workforce Data in Decision Making
We rarely use data to inform workforce decisions.
We use data reactively—typically via ad hoc reporting—to inform only critical workforce decisions.
We use data proactively—typically via operational reporting.
We analyze our workforce proactively—typically via dashboards and visuals that are up to date and available
on demand.
We analyze and make proactive predictions about our workforce—typically via dashboards and visuals that
contain predictive analytics.
11%
40%
26%
15%
9%
Select from the list below the one description that best describes the extent to which workforce-related
data plays a role in the decision-making style of your organization.
6. 4 | A HARVARD BUSINESS REVIEW ANALYTIC SERVICES REPORT
Moving up the Maturity Curve
Many survey respondents expect to move up the workforce analytics maturity curve over the next two
years. figure 3 Paul Rubenstein, leader for talent solutions and strategy at Aon Hewitt, provider of HR con-
sulting, solutions, and outsourcing services, shares their optimism. He cites the proliferation of cloud-
based tools and a greater willingness to invest as the economy recovers. “The technology is vastly dif-
ferent from just a year ago,” he says. “We used to think this cycle would take three to four years. With
cloud-based technology, it should take two to three months to get the tech ready and get the first analytics
up and running and then six to nine months to get good at it.”
The survey identified two primary obstacles to adoption: data-related problems and HR’s skill level.
figure 4 Our interview subjects, including John Berisford, executive vice president for HR at McGraw Hill
Financial in New York, shared this view.
HR data was a mess three years ago when Berisford joined the company. Fortunately, he was working with
a blank slate, because the company, a provider of market intelligence services with 17,000 employees
worldwide, had recently spun off its education, publishing, and media businesses.
When Berisford checked a sample of data from the legacy HR system of record, “28 percent was wrong,”
he says. The company spends $2 billion a year on labor, which is two-thirds of total costs, but “if the CEO
asked me how do we spend that money,” Berisford says, “I couldn’t tell him.” After installing a cloud-
based system of recording and putting in a lot of work on data governance, rules, and taxonomy, he has
achieved an accuracy rate north of 95 percent.
Talent acquisition and total rewards are crucial in his company. For those functions Berisford adopted a
cloud-based workforce analytics and planning solution linked to the system of record. The goal is simple:
“If we don’t figure out precisely how to deploy that $2 billion to drive value, we lose ground,” he says.
HR’s well-documented lack of analytical acumen comes a close second to data problems as the chief
obstacle cited by poll respondents. “While no company would possibly run their business with inconsis-
tent financial data, most companies are riddled with inconsistent HR data,” says Josh Bersin. “Companies
are waking up to this issue and are starting to invest heavily in talent analytics. One HR executive recently
told me they would not hire any HR people who did not have some statistics understanding. Understand-
ing how to use data is becoming part of the HR profession.”
Berisford hired five people with quantitative backgrounds outside HR. Theophilus started with two
internal HR staff with a passion for analytics and hired two industrial psychologists with doctorates. The
combination of new technologies and increased analytic acumen has created significant impact at both
companies.
Impacting the Bottom Line
Asked to rate the importance of workforce analytics to help the organization meet revenue and profit
goals, 51 percent of the poll respondents gave it an 8 or higher on a 10-point scale; 58 percent rated its
importance in two years as 8 or higher. That finding is a significant deviation from the normal bell-curve
distribution typical of most poll responses and indicates the intensity of interest in workforce analytics
as a business tool.
“So far we have been able to pinpoint costs savings and cost avoidance,” Theophilus says. “We are ulti-
mately working to quantify how our succession and development efforts tie to revenues and profits.
That’s when all the light bulbs will go on for folks.”
7. HR JOINS THE ANALYTICS REVOLUTION
Figure 3
Workforce Data, Metrics, and Analytics Usage
Individual reports created “as needed” in a highly manual spreadsheet-based process
Regular reports on single topics (e.g., recruiting)
Analytics using data integrated from multiple systems (e.g., performance and compensation)
Business unit-specific dashboards and visuals
On-demand, business user self-service
Predictive analytics based on HR data and data from other sources within or outside the organization
Predictive analytics based on HR data alone
Don’t know
60%
36%
18%
42%
15%
48%
11%
20%
7%
10%
44%
41%
34%
52%
42%
57%
Which of the following workforce data, metrics, and analytics are in use in your organization today
and will be in two years?
● TODAY ● IN TWO YEARS
8. 6 | A HARVARD BUSINESS REVIEW ANALYTIC SERVICES REPORT
By “folks,” Theophilus means the HR and business executives who need to develop a common under-
standing of how selected employee metrics cause, correlate with, or predict selected business outcomes,
especially revenue and profit. It is HR’s responsibility to lead this joint effort, but this assumes HR is
capable of leading and that the business side wants to be led.
To lead, HR needs both quantitative acumen and a keen understanding of what makes the business suc-
cessful as well as the ability to connect business results to data about employee performance. HR needs
to learn which employee metrics have the greatest impact on business results and be able to tell stories
about what the numbers mean for the business. A key component of the business case for workforce ana-
lytics is that the solutions have the potential to be self-funding from the savings they generate.
“State-of-the-art HR organizations are analyzing their data to reveal insights that business partners never
asked for,” but they’re few and far between, says John Boudreau, professor and research director of the
University of Southern California’s Center for Effective Organizations. He studies human capital’s impact
on competitive advantage and has conducted regular surveys since 1995. “This is like Star Wars stuff in
many organizations. HR typically focuses on traditional functional reporting, unless a business leader
outside HR asks for analysis that connects human capital to financial results.”
Boudreau notes that HR typically gets good marks from business colleagues for conventional analytics
about legal compliance, service delivery, and the traditional HR value proposition. Workforce analytics
promise much more, but delivering on that promise requires reconsidering HR’s relationship with busi-
ness executives. Business and HR can learn to work together, Berisford argues. “HR is enabling our CFO
Figure 4
Biggest Obstacles to Achieving Better Use Of Data, Metrics, and Analysis
Inaccurate, inconsistent, or hard-to-access data requiring too much manual manipulation
Lack of analytic acumen or skills among HR professionals
Lack of adequate investment in necessary HR /talent analytical systems
Lack of perceived value of a data-driven culture; company does not have a data-driven culture
Lack of support or expectations by C-suite executives
HR does not know how to talk about HR data to relate it to business outcomes
54%
47%
44%
37%
29%
27%
What are the three biggest obstacles to achieving better use of data, metrics, and predictive analysis by
HR and talent management professionals in your organization?
9. HR JOINS THE ANALYTICS REVOLUTION
and finance team to redo the chart of accounts and general ledger with clean data and a clear taxonomy,”
he says. “Without clean data on people, it is difficult to have a clean P&L.”
Pollak argues that the entire business, not just HR, needs help moving toward data-driven workforce deci-
sions. Too often, he says, when HR asks the business side what it wants, the business side says, ‘You’re
HR, you tell us what we need.’ So really, no one knows what they want.”
“What makes HR and business people uncomfortable is that sometimes the data trumps intuition,”
Theophilus says. HR professionals eventually “get it and move forward. But business people tend to not
have time to think about how this is helpful. They say, “Just find me someone good.’ Once they see the
results, they understand the value.”
“We have seen this tipping point before in other more mature business functions like finance and market-
ing,” Boudreau observes. “At the critical moment in history, three ingredients coalesced to force analytics
for finance and marketing to mature: the data became available, the resource the data described became
pivotal in value, and decision frameworks (such as portfolio theory) evolved to a useful state. Human
capital has the data, and the resource is obviously valuable, but we have not yet developed and commu-
nicated the required decision frameworks to use data to optimize decisions about talent.”
Clearly, as the survey and interviews suggest, CEOs, CHROs, and their teams are beginning to get it: work-
force analytics can produce better talent decisions, and better talent decisions can improve business
results. Now they’re ready to journey toward data-driven workforce decisions. The need has never been
greater, and the solutions have never been better. Now it is time to invest, train, and revamp the culture
to move HR and the entire organization in that direction.
Methodology and Participant Profile
Harvard Business Review Analytic Services conducted an online Pulse survey about trends in workforce
analytics in February 2014, using lists from the Harvard Business Review. In all, 230 self-selected
respondents participated. The statistical margin of error is 6.5 percent.
One-third of respondents were HR professionals. The others were mainly business executives or managers.
Altogether, 80 percent of respondents identified themselves as managers/supervisors or higher, with 36 percent
director level or higher.
In addition, 38 percent came from companies with 10,000 or more employees and 50 percent came from enterprises
with 5,000 or more employees. The geographic breakdown was roughly equal among the Americas, Asia, and Europe/
Middle East/Africa.
Harvard Business Review Analytic Services discussed the survey results with six experts for their reactions and to
compare with what these experts know from their own experience and research, including their own surveys in some
cases. The sources were:
• John Berisford, Executive Vice President HR, McGraw Hill Financial, Inc.
• Josh Bersin, Founder, Bersin by Deloitte
• John Boudreau, Professor and Research Director, Center for Effective Organizations, University of Southern California
• Scott Pollak, Principal, PwC Saratoga
• Paul Rubenstein, Leader for Talent Solutions and Strategy, Aon Hewitt
• Nicole Theophilus, Executive Vice President and CHRO, ConAgra Foods, Inc.
10. 8 | A HARVARD BUSINESS REVIEW ANALYTIC SERVICES REPORT
Sponsor’s Perspective
The “datafication of HR” is a leading business trend today and has the potential to change the game forever.
With the workforce comprising an average of 70 percent of the typical company’s expenses, HR has the
opportunity not just to “get a seat at the table” but also to play a critical role in driving business outcomes and
improving the bottom line.
Studies have found that companies that make fact-based workforce decisions and plans perform better than
those that do not. Companies that are leaders in workforce analytics and planning improve talent outcomes by
12 percent, improve gross profit margins by 6 percent (CEB, Analytics Survey, 2013), are two times more likely
to improve their recruiting efforts and leadership pipelines, three times more likely to realize cost savings and
efficiency gains, and generate 20 percent higher stock returns (Bersin by Deloitte, 2013).
Yet the vast majority of organizations today are limited to reactive, operational reporting. Fewer than 10
percent can count themselves among the elite at the top of the workforce analytics and planning maturity
curve. The reason is that the path to maturity has been costly, time-consuming, and technically complex.
First, most organizations have disparate workforce data across multiple, disconnected systems. To deal
with this, IT departments historically undertake lengthy data warehousing projects, which require significant
up-front investments in infrastructure, skilled data scientists, and developers.
Second, traditional approaches start with the tools, not the business questions—which are constantly
changing. By the time the data warehouse is built, the business intelligence tools are deployed, and the reports
are constructed, the business has changed. The result is that data is found to be incomplete, out-of-date, or
inaccurate, and the business users’ questions cannot be answered.
Finally, the dream of big data is unattainable for most. Except for a few giant firms with nearly unlimited
resources and a strong background in technology adoption, most companies lack the skills or funds to
leverage big data.
The good news is that the technology world has begun to recognize this problem.
We believe Visier is at the forefront of a new class of solutions called Applied Big Data. We remove the burden
of predicting the user questions, finding the data sources, and integrating the stack of tools and data. Instead,
we provide the business user—out of the box—with insights for decisions and scenarios to build actionable
workforce plans.
Unlike with traditional approaches, we unify and clean your data for you in four to eight weeks and provide
in-depth, pre-built workforce analytics and planning capabilities as a service in the cloud.
Ultimately the mainstream adoption of workforce analytics and planning will be fueled not by billions of dollars
in custom development but by cloud solution providers that deliver Applied Big Data solutions to companies
faster and more cost-effectively than ever before.
— JOHN SCHWARZ, CEO, VISIER
Sponsored by
11. ABOUT VISIER Visier is proud to be enabling a rapidly growing number of the world’s best brands in the datafication of HR—
companies such as McGraw Hill Financial, Exelon, ConAgra Foods, Hyatt, Micron, Nissan, Time Inc., and NetApp.
Delivering intuitive analytics and planning solutions in the cloud, Visier enables HR, business leaders, and people managers
to better understand their workforces, make decisions based on fact, predict future events, and more accurately plan for the
future. The results include improved workforce productivity and performance, more effective recruitment and retention, and
significant bottom-line savings.
With millions of customer employee records in the cloud, Visier is experiencing significant growth.
12. FOR MORE INFORMATION ON
HARVARD BUSINESS REVIEW ANALYTIC SERVICES:
hbr.org/hbr-analytic-services