The document discusses how people analytics is transforming HR by providing actionable insights that add value across the function and help elevate HR's strategic role in business successes. It notes that 84% of business leaders surveyed cited people analytics as important. While only 2% of HR organizations currently have mature analytics capabilities, early adopters stand to gain advantages. People analytics insights can optimize various HR processes like recruiting and retention, and transform how HR interacts with both the business and employees. Ensuring data security and developing analytics literacy among HR practitioners are important challenges for organizations to realize the full benefits.
State of the Global Workplace - Gallup Report (2017)Adrian Boucek
Only 15% of employees worldwide are engaged at work. This represents a major barrier to productivity for organizations everywhere – and suggests a staggering waste of human potential. Why is this engagement number so low?
State of the global workplace gallup report 2017Américo Roque
Relatório demonstra o que impulsiona o comportamento dos funcionários e como líderes e organizações podem aumentar a produtividade na visão de 155 países.
State of the American Workplace Report 2013: Employee Engagement Insights for...DAVID MALAM
State of the American Workplace:
Employee Engagement Insights for U.S. Business Leaders.
The State of the American Workplace: Employee Engagement Insights for U.S. Business Leaders report highlights findings from Gallup's ongoing study of the American workplace from 2010 through 2012.
This is a continuation of Gallup's previous report on the U.S. workplace covering 2008 through 2010. This latest report provides insights into what leaders can do to improve employee engagement and performance in their companies. It includes an overview of the trend in U.S. employee engagement, a look at the impact of engagement on organizational and individual performance, information about how companies can accelerate employee engagement, and an examination of engagement across different segments of the U.S. working population.
Recommended by Business Doctors, Graz, Austria.
www.business-doctors.at
SEE FULL SUPPORTING ARTICLE AND OTHER INSIGHTS RELATING TO ENGAGEMENT, STRESS, BURNOUT PREVENTION AS AN ECONOMIC FACTOR IN OUR BLOG .................... LINK:
http://burnout-businessdoctors.blogspot.co.at/
State of the american workplace report 2013 Carles Almagro
FORBES: Gallup’s data shows 30% of employees Engaged, 52% Disengaged, 18% Actively Disengaged. “These latest findings indicate that 70% of American workers are ‘not engaged’ or ‘actively disengaged’ and are emotionally disconnected from their workplaces and less likely to be productive,” states the report. “Gallup estimates that these actively disengaged employees cost the U.S. between $450 billion to $550 billion each year in lost productivity. They are more likely to steal from their companies, negatively influence their coworkers, miss workdays, and drive customers away.”
State of the Global Workplace - Gallup Report (2017)Adrian Boucek
Only 15% of employees worldwide are engaged at work. This represents a major barrier to productivity for organizations everywhere – and suggests a staggering waste of human potential. Why is this engagement number so low?
State of the global workplace gallup report 2017Américo Roque
Relatório demonstra o que impulsiona o comportamento dos funcionários e como líderes e organizações podem aumentar a produtividade na visão de 155 países.
State of the American Workplace Report 2013: Employee Engagement Insights for...DAVID MALAM
State of the American Workplace:
Employee Engagement Insights for U.S. Business Leaders.
The State of the American Workplace: Employee Engagement Insights for U.S. Business Leaders report highlights findings from Gallup's ongoing study of the American workplace from 2010 through 2012.
This is a continuation of Gallup's previous report on the U.S. workplace covering 2008 through 2010. This latest report provides insights into what leaders can do to improve employee engagement and performance in their companies. It includes an overview of the trend in U.S. employee engagement, a look at the impact of engagement on organizational and individual performance, information about how companies can accelerate employee engagement, and an examination of engagement across different segments of the U.S. working population.
Recommended by Business Doctors, Graz, Austria.
www.business-doctors.at
SEE FULL SUPPORTING ARTICLE AND OTHER INSIGHTS RELATING TO ENGAGEMENT, STRESS, BURNOUT PREVENTION AS AN ECONOMIC FACTOR IN OUR BLOG .................... LINK:
http://burnout-businessdoctors.blogspot.co.at/
State of the american workplace report 2013 Carles Almagro
FORBES: Gallup’s data shows 30% of employees Engaged, 52% Disengaged, 18% Actively Disengaged. “These latest findings indicate that 70% of American workers are ‘not engaged’ or ‘actively disengaged’ and are emotionally disconnected from their workplaces and less likely to be productive,” states the report. “Gallup estimates that these actively disengaged employees cost the U.S. between $450 billion to $550 billion each year in lost productivity. They are more likely to steal from their companies, negatively influence their coworkers, miss workdays, and drive customers away.”
Work Life Integration - Human Capital Insights - Vol. 6ADP, LLC
In this Issue of Human Capital Management Vol. 6:
Vacation Policies Around the World: How Adaptable Is Your Organization?
Predictive Analytics: Reaping Rewards While Avoiding Risk
What Small and Large Organizations Alike Can Learn From the First Year of Annual ACA
This Data Spotlight provides data and statistics on the attributes of the CEOs and CEO succession events at publicly traded companies in the United States. This data supplements the issues introduced in the Quick Guide “CEO Succession Planning.”
For the first time in the 16 years of our TRUST BAROMETER research, we examined the state of trust between employers and employees and today are issuing the 2016 Edelman Trust Barometer Special Report on Employee Advocacy.
Happiness at work drives business objectives. Research shows that happy employees are more profitable, more customer-oriented and more productive. They also stand less chances of leaving that company. That’s why some companies have made happiness at work a way of doing business.
According to The Conference Board, Human Capital and Operational Excellence rank first in the Top Global Challenges in 2013. Retaining and rewarding the best employees is a major concern for more than half of HR professionals, along with the development of the next generation of corporate leaders. Employee turnover and employee motivation have an immense impact on revenues, on company culture and on its talent competitiveness in the marketplace.
It doesn’t matter if you’re a small company who just started to build a reputation or if you’re a top 40 company, your Human Capital is your biggest challenge in the upcoming years. It can make you or break you.
In this white paper we examine a very popular yet sometimes controversial subject: Happiness At Work. We’ll talk about some of the latest HR trends, about employee engagement and how you can increase workplace happiness in 2014.
Content Summary
1. Executive summary
2. Latest HR Issues
3. The challenges of employee engagement
4. How is the new HR world resolving these problems?
5. Is employee happiness interesting?
6. The case for employee happiness
7. Conclusions
Download the full White Paper!
Your Official Guide to The Future of WorkJacob Morgan
The Future of Work was released in September of 2014 for Wiley and I wanted to create a little summary of the book with the key concepts/visuals. This guide lays out the foundational concepts of the book around the future employee, the future manager, and the future organization. Make sure to check out the actual book to learn more!
Succession “Losers”: What Happens to Executives Passed Over for the CEO Job?
By David F. Larcker, Stephen A. Miles, and Brian Tayan
Stanford Closer Look Series
Overview:
Shareholders pay considerable attention to the choice of executive selected as the new CEO whenever a change in leadership takes place. However, without an inside look at the leading candidates to assume the CEO role, it is difficult for shareholders to tell whether the board has made the correct choice. In this Closer Look, we examine CEO succession events among the largest 100 companies over a ten-year period to determine what happens to the executives who were not selected (i.e., the “succession losers”) and how they perform relative to those who were selected (the “succession winners”).
We ask:
• Are the executives selected for the CEO role really better than those passed over?
• What are the implications for understanding the labor market for executive talent?
• Are differences in performance due to operating conditions or quality of available talent?
• Are boards better at identifying CEO talent than other research generally suggests?
Is your organisation Innovative? Or Inept?ross harling
A simple 'litmus test' for assessing innovation capabilities. Why? Because most executives now recognise the competitive importance of innovation, or turning ideas into income. However few can measure where they stand in the innovation stakes or if they are heading in the right direction.
As so many fields have in recent years, entry-level hiring must also make the transition from relying on untested intuition to leveraging the power of data and evidence. Employers now have access to talent analytics tools that can enable them to develop a deep understanding of what attributes drive good performance for their current employees, apply tools to objectively assess these attributes, and access broader talent pools to find individuals with the most-valued attributes. The talent analytics tools that enable this vision for data-driven hiring already exist. The key obstacle to their implementation is institutional will.
As Edelman’s 15th annual Trust Barometer indicates, trust has hit an unprecedented low. With any great challenge comes opportunity, and now, more than ever before, companies need to look internally to elevate and amplify those voices whom consumers and stakeholders want to hear from most: Employees.
For more information, please visit: ee.edelman.com
There's a science to creating a highly engaged organization. In this Slideshare, discover the strategies of leaders who are already using real-time people data to drive sustainable employee engagement.
"Freelancing in Australia: 2015" is the only study of its kind that quantifies the Australian independent workforce. How many Australians are freelancing? Why? And what is the outlook for freelancing in Australia? This study, conducted by an independent research firm and commissioned by Upwork, surveyed more than 1,000 Australian workers to answer these questions and more. Results showed that nearly 4.1 million people did freelance work in the past year, driven first and foremost by the lure of a more flexible lifestyle.
Work Life Integration - Human Capital Insights - Vol. 6ADP, LLC
In this Issue of Human Capital Management Vol. 6:
Vacation Policies Around the World: How Adaptable Is Your Organization?
Predictive Analytics: Reaping Rewards While Avoiding Risk
What Small and Large Organizations Alike Can Learn From the First Year of Annual ACA
This Data Spotlight provides data and statistics on the attributes of the CEOs and CEO succession events at publicly traded companies in the United States. This data supplements the issues introduced in the Quick Guide “CEO Succession Planning.”
For the first time in the 16 years of our TRUST BAROMETER research, we examined the state of trust between employers and employees and today are issuing the 2016 Edelman Trust Barometer Special Report on Employee Advocacy.
Happiness at work drives business objectives. Research shows that happy employees are more profitable, more customer-oriented and more productive. They also stand less chances of leaving that company. That’s why some companies have made happiness at work a way of doing business.
According to The Conference Board, Human Capital and Operational Excellence rank first in the Top Global Challenges in 2013. Retaining and rewarding the best employees is a major concern for more than half of HR professionals, along with the development of the next generation of corporate leaders. Employee turnover and employee motivation have an immense impact on revenues, on company culture and on its talent competitiveness in the marketplace.
It doesn’t matter if you’re a small company who just started to build a reputation or if you’re a top 40 company, your Human Capital is your biggest challenge in the upcoming years. It can make you or break you.
In this white paper we examine a very popular yet sometimes controversial subject: Happiness At Work. We’ll talk about some of the latest HR trends, about employee engagement and how you can increase workplace happiness in 2014.
Content Summary
1. Executive summary
2. Latest HR Issues
3. The challenges of employee engagement
4. How is the new HR world resolving these problems?
5. Is employee happiness interesting?
6. The case for employee happiness
7. Conclusions
Download the full White Paper!
Your Official Guide to The Future of WorkJacob Morgan
The Future of Work was released in September of 2014 for Wiley and I wanted to create a little summary of the book with the key concepts/visuals. This guide lays out the foundational concepts of the book around the future employee, the future manager, and the future organization. Make sure to check out the actual book to learn more!
Succession “Losers”: What Happens to Executives Passed Over for the CEO Job?
By David F. Larcker, Stephen A. Miles, and Brian Tayan
Stanford Closer Look Series
Overview:
Shareholders pay considerable attention to the choice of executive selected as the new CEO whenever a change in leadership takes place. However, without an inside look at the leading candidates to assume the CEO role, it is difficult for shareholders to tell whether the board has made the correct choice. In this Closer Look, we examine CEO succession events among the largest 100 companies over a ten-year period to determine what happens to the executives who were not selected (i.e., the “succession losers”) and how they perform relative to those who were selected (the “succession winners”).
We ask:
• Are the executives selected for the CEO role really better than those passed over?
• What are the implications for understanding the labor market for executive talent?
• Are differences in performance due to operating conditions or quality of available talent?
• Are boards better at identifying CEO talent than other research generally suggests?
Is your organisation Innovative? Or Inept?ross harling
A simple 'litmus test' for assessing innovation capabilities. Why? Because most executives now recognise the competitive importance of innovation, or turning ideas into income. However few can measure where they stand in the innovation stakes or if they are heading in the right direction.
As so many fields have in recent years, entry-level hiring must also make the transition from relying on untested intuition to leveraging the power of data and evidence. Employers now have access to talent analytics tools that can enable them to develop a deep understanding of what attributes drive good performance for their current employees, apply tools to objectively assess these attributes, and access broader talent pools to find individuals with the most-valued attributes. The talent analytics tools that enable this vision for data-driven hiring already exist. The key obstacle to their implementation is institutional will.
As Edelman’s 15th annual Trust Barometer indicates, trust has hit an unprecedented low. With any great challenge comes opportunity, and now, more than ever before, companies need to look internally to elevate and amplify those voices whom consumers and stakeholders want to hear from most: Employees.
For more information, please visit: ee.edelman.com
There's a science to creating a highly engaged organization. In this Slideshare, discover the strategies of leaders who are already using real-time people data to drive sustainable employee engagement.
"Freelancing in Australia: 2015" is the only study of its kind that quantifies the Australian independent workforce. How many Australians are freelancing? Why? And what is the outlook for freelancing in Australia? This study, conducted by an independent research firm and commissioned by Upwork, surveyed more than 1,000 Australian workers to answer these questions and more. Results showed that nearly 4.1 million people did freelance work in the past year, driven first and foremost by the lure of a more flexible lifestyle.
In a global survey of 375 executives, The Economist Intelligence Unit explores how early adopters are using evidence to show connections between HR and business KPIs and opening doors to new processes and people strategies that impact the bottom line of the organisation.
What is People Analytics - PPT | SplashHRSwati Gupta
People Analytics is a process in which the company’s data is transformed into insights. People analytics, also known as HR or talent analytics, uses analysis to help decision-makers interpret business and people data to improve the impact on business goal – and assess human resources initiatives’ effectiveness.
Analytics is the discovery, interpretation & communication of meaningful patterns in data.
HR analytics is a methodology for creating insights on how investments in human capital assets contribute to the success of four principal outcomes.
HR analytics focuses primarily on the HR function and is not – as is largely believed.
The terms HR Analytics, People Analytics, Workforce Analytics are often used interchangeably.
#HR #HRAnalytics #TypesofHR #Analytics #Sourcing #Workforce #PeopleAnalytics #SocialNetworkAnalytics #TimetoHire
HR Analytics is the collection and application of talent data to improve critical talent and business outcomes. it helps leaders with essential data to improve function and employee experience.
Predictive Analytics in HR 4 Use Cases, Benefits & Tips.pdfRosalie Lauren
An array of methods are employed in predictive analytics in HR to examine data and forecast future outcomes. It reduces the impact of biases and subjective evaluations on critical HR processes like hiring and performance reviews. You've come to the correct spot if you're seeking for strategies to keep up in the highly competitive world of human resources.
Total Economic Impact of ADP Workforce NowAdrian Boucek
From the information provided in the interviews, Forrester has constructed a Total Economic Impact™ (TEI) framework for those organizations considering implementing ADP Workforce Now.
The Tip of the Iceberg: The Hidden Costs of HR and Payroll AdministrationAdrian Boucek
An infographic showing the "below the surface" costs of disparate systems across Human Resources, including Payroll, Labour Management, HRIS, Talent and Benefits.
ADP Workforce Now is a unified, cloud-based solution for all of your Human Capital Management needs. Payroll, Time, Human Resources, Benefits Management, Recruitment and Analytics can all be managed and streamlined through a system.
PwC studied how HR departments are implementing new HCM technology to optimize their business processes. In the results of this study, PwC learns that HR technology is not being used to its fullest potential, but can be when supported by a co-managed by their vendor.
Evolution of Work 2.0: The Me vs. We MindsetAdrian Boucek
2/3 of employees are actively looking, or open to, a new job. Yet, employers report a continual struggle to find the right talent for their organizations. What's going on?
Strategic People Management for the 21st CenturyAdrian Boucek
The challenge from an HR standpoint is that 20th century tools and approaches don’t work in the fast-changing, 21st century workplace. Strategic people management – where HR initiatives are directly tied to business goals – is critical.
HR is at a critical stage in its journey - from transactional back-office operator to true business partner. But the function has hit a roadblock. Recent research suggests that in many companies HR teams are still not adding as much value to the business as they could.
The Importance of Total Cost of Ownership: How Midsized Companies Can Find Co...Adrian Boucek
One of the most important metrics that organizations need to think about is the total cost of their workforce. Referred to as Total Cost of Ownership (TCO), this measure enables an
organization to obtain a realistic picture of what they are actually spending on their employees and the management of them.
In-house vs. Outsourced Payroll Processing: Separating Fact from FictionAdrian Boucek
By linking payroll, HR, talent, benefits and time & labor management, an integrated HCM solution can deliver all the perceived benefits of in-house processing with significant added advantages — including superior economies of scale, improved visibility, real-time processing, world-class security and protection against compliance risk.
Scanning documents is the first step in the process and brings many business benefits; however, it is capturing information from the page that is the biggest value proposition. Automatically capturing data from the scanned document, validating and interpreting it, eliminates costly process steps, leading to improvements in productivity, customer satisfaction, accuracy of information, and better governance and compliance.
Konica Minolta realized early on the importance of security issues in the digital age, where the risk of seriously damaging security breaches rises dramatically alongside rapidly growing worldwide communication possibilities. In response to these threats, Konica Minolta has taken a leading role in developing and implementing security-based information technology in our multifunctional products. Ever since the introduction of the first Konica Minolta MFP, Konica Minolta has striven to develop and implement technology that safeguards the confidentiality of electronic documents.
Managing Print as a Strategic Asset for Your OrganizationAdrian Boucek
This report was designed to help businesses of all sizes understand the ongoing transition to managed print services (MPS), and to evaluate the potential benefits and long-term advantages of outsourcing print requirements.
In 2012, independent marketing research group Environics discovered that 8 out of 10 Canadian office workers prefer Canon office copiers for ease of use.
The New Era of Smart Printing for SchoolsAdrian Boucek
This article from Andy Slewatsky of Industry Analysts discusses how schools and educational facilities can benefit from smarter print technologies for greater savings.
This document from Konica Minolta describes how document management, one of the final frontiers in cost control, can reduce your hard costs and labour costs associated with handling paper documents.
1. 0101
People analytics is transforming the
business currency of HR from checked
boxes to actionable insights. These insights
are adding value to every aspect of HR and
elevating the function’s role in the delivery of
business successes. They also are bringing
new responsibilities—chief among them,
ensuring the ethical use of this information
and compliance with regulatory standards.
Is it any wonder that 84 percent of the
business leaders and HR executives
surveyed in Deloitte’s 2018 Global Human
Capital Trends study cited people analytics
as important or very important?1
Minting the New Currency
of HR—Insights
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Introduction
Just a few years ago, HR was primarily viewed as a support
function—filling job openings, administering benefits
plans, and ensuring compliance. Today, HR is considered
a strategic adviser and works with management to drive
bottom-line results. The principal difference between HR
then and now: People analytics.
84%cited people
analytics as
important or
very important
2. Minting the New Currency of HR—Insights | People analytics insights will transform HR
0202
People analytics is an emerging and fast-
evolving technology. So it isn’t surprising
that Bersin research found that only 2
percent of HR organizations have a mature
people analytics capability.2
But that also
indicates there is a first-mover advantage
available to forward-thinking HR leaders.
They will be among the first to deliver more
engaging, analytics-powered HR offerings,
such as one-stop employee platforms,
which will improve and differentiate
the employee experience. These digital
platforms, including Deloitte’s ConnectMe,
provide employees with immediate access
to everything related to their employment,
wherever they are and whenever they want
it. They empower employees to manage
the logistics of their own work lives—and to
make faster, better choices, with the help of
automated services like recommendation
engines.
Analytics don’t just power platforms and
other digital tools; the granular insights they
offer into employee needs, desires, and
behaviors also inform and shape the design
of employee offerings, the structure of work,
and organizational culture. Thus, the applied
insights of people analytics can influence
employees’ behavior and drive up their
engagement, resulting in greater likelihood
of achieving strategic business objectives.
In a very tangible manner, people analytics
enable HR to adopt a more customer-
centric view of employees—the kind of view
that savvy marketers have of consumers.
Analytics allow HR to better understand how
employees work on their own and together,
to distinguish between different segments of
employees, and to discover what motivates
employees (and demotivates them), among
many other things. The business of HR has
always been people, but now, with the help
of analytics, a previously unobtainable view
and understanding of employees is possible.
The insights generated by people analytics
can be applied to every HR activity. Already,
recruiting is a top area of analytics focus
among companies, with performance
measurement, compensation and workforce
planning, learning, and retention following
closely behind.
People analytics will likely be used to
enhance the output and efficiency of a
variety of HR processes—improving job
offer acceptance rates, reducing HR help
tickets, and optimizing compensation. It
will help identify workforce competency
gaps, articulate the implications of different
hiring strategies, and identify those talent
characteristics that foster high performance.
And it will enable organizations to quantify
the cost and impact of HR processes and
programs, and surface insights that reduce
turnover costs, optimize training spend
per employee, and predict the ROI of HR
initiatives.
Already, recruiting is a top area of analytics focus
among companies, with performance measurement,
compensation and workforce planning, learning, and
retention following closely behind.
HR practitioners who are early adopters will
gain the advantage of more powerful people
management tools. Analytics-powered HR
dashboards, for example, feature “measures
that matter,” that is, metrics that support
business goals, objectives, and decisions,
such as job-fill rates and retention levels.
These metrics can be calculated in real-time,
allowing HR to act or intervene more quickly
and effectively. The traditional annual
employee satisfaction survey is positively
glacial in comparison to an automated
program of online pulse surveys whose
results pop up on HR dashboards or apps
that can be shared across the organization
as the surveys are completed.
People analytics insights
will transform HR
3. Minting the New Currency of HR—Insights | People analytics insights will transform HR
03
Today’s employees are used to a consumer-
grade, social media–like experience. As a
result, they have high expectations for their
employers. Fortunately, HR can leverage
people analytics to enhance the employee
experience. Insights can be gleaned by
examining data on many factors—how an
organization retains top employees, the
effectiveness of training programs, the
impact of an organizational structure, and
the interaction between employees and the
company, just to name a few.
Understandings in hand, an organization
can make better, more-informed decisions,
developing programming that impacts
employees throughout the life cycle—from
recruitment and onboarding, to learning
and performance management, to growth
opportunities and rewards. And eventually,
to separation or what Deloitte calls “being an
employee for life.”
By focusing on topics and challenges
that are important to their business
counterparts, HR organizations that
adopt people analytics will change the
nature of the relationship with those same
internal stakeholders. If, for example, a
company’s leadership team is concerned
about lagging revenues in one area of its
business possibly caused by extended time
to market, during the holiday season, HR
can use people analytics—analyzing time
spent, movements, performance, payroll
and more—to determine if productivity is
a factor given vacation and other year-end
commitments over the holiday season.
Those insights can help the business decide
whether an increase in staffing during future
holiday seasons could boost productivity
and sales. This might also impact leadership
decisions around engagement of existing
employees—are there programs in place
that keep employees happy and productive?
The good news? More and more
organizations are realizing that HR is not
the only function to benefit from people
analytics. Our research shows that more
than 70 percent of executives are making
strides to integrate data into everyday
decision-making processes.3
When HR is
able to quickly provide data-driven insights
and actionable recommendations to
address challenges that limit achievement
of strategic operating and financial results,
it will become a powerful, strategic ally
to the other business functions, and the
organization as a whole will benefit.
People analytics insights
will transform the way HR
interacts with the business
People analytics insights
will transform the way HR
interacts with employees
Over 70%
of executives are making
strides to integrate data
into everyday decision-
making processes.
More and more
organizations are
realizing that HR is not
the only function to
benefit from
people analytics.
4. Minting the New Currency of HR—Insights | People analytics insights will transform HR
04
Like all promises, the promise of people
analytics comes with a couple of non-
negotiable conditions. HR leaders who want
to capture the insights offered by people
analytics for their companies will have to
meet them.
One condition is the need to develop
analytics literacy among HR practitioners.
As people analytics become embedded
in the function, the ability to use them will
expand beyond the technical experts in the
core analytics team to practitioners across
the function. For example, HR professionals
will need to be able to use tools such
as organizational network analysis and
interaction analytics, which examine
employee behavior to better understand
opportunities for business improvement.
Analytics knowledge is going to be a critical
capability throughout HR with implications
on the HR operating model and career path
opportunities.
A second non-negotiable condition of the
people analytics promise is data integrity
and security. Data is the fuel needed to run
HR’s new insights engine, and it will flow into
HR from multiple “listening channels” both
inside and outside companies. Safeguarding
that flow is of paramount importance, yet
our research finds that just 22 percent of
executives have excellent safeguards to
protect employee data.4
To adapt, many
HR organizations will need to reconsider
and change how data is collected, stored,
and used. It will also mean adopting robust
policies to ensure that data security, use
transparency, and employee privacy is
maintained.
These conditions notwithstanding, the
promise of people analytics is too valuable
for HR organizations to pass up. To trade in
the new currency of insight, HR leaders will
need to stand up a mature people analytics
capability as soon as possible.
Insight quality depends on
analytics literacy and data integrity
CASE STUDY The challenge The result
The solution
Deloitte helps a
health system
use insights to
transform RN
turnover rates.
A regional health system with more than
40,000 employees was experiencing above-
average turnover of its nurses. The system
sought to better understand its nursing
workforce to predict and mitigate the
negative impact of future workforce trends.
Deloitte implemented advanced analytics
and data science to better understand
the drivers of turnover. This included
aggregating five years of workforce data
from multiple internal sources, segmenting
clinical units to better understand employee
movement, and deploying multiple machine
learning, statistical methods, and
alternative visual techniques to deliver
data-driven insights.
•• The discovery of previously unknown
drivers of turnover, including instances
where managers were not addressing
employee desires for alternative
assignments and departments with a large
span of control.
•• The creation of a predictive model
to identify employees at high risk for
resignation.
•• The development of targeted, fact-based
talent management solutions to address
turnover challenges.