This document discusses the limitations of people analytics and big data in capturing important human factors in evaluating job performance and talent. It summarizes as: People analytics aims to use big data and tests to predict job fit but can overlook important interpersonal qualities best judged by those who know the individual well. While businesses see benefits, algorithms make assumptions that can discriminate unfairly. Focusing only on performance metrics may indicate the wrong person is the best boss if their impact on employee morale, loyalty and stress is ignored. Statistics are not certainty and apparent correlations may simply be noise, not true signals of talent or future behavior.

1. What People Analytics
Can’t Capture
ANALYSIS BY SHARMISTHA SUTRADHAR
FOR PROF. SAMEER MATHUR

2. How to use Big Data Analytics and personality
test scores to predict who is best for a given
job was the main objective which actually
made all the conclusions and theory relevant.

3. Handling the strains of extensive
travel and demanding clients
• Businesses are reaping rewards
from big data analytics.
• There are also some areas of
disappointment.
• Algorithms can make unhelpful
assumptions.

4. Managers: The Tyrants
• Managers are demotivating petty tyrants.
• Force his people to work hard to meet quarterly targets.
• Destroys the emotional climate of the organization.
• Focus too much on performance at the expense of
people.

5. OVERVIEW
This tells us about the impact tyrant
managers create in the organization,
often ruining it and also the different
features and variables that effect the
working of it.

6. “ Biggest objection comes from the fact that
the strongest predictor of a person’s future
behavior is their past performance itself. And
that performance gets evaluated best by
people who know that person well”

7. Google’s Plan
•Bastion of algorithms emerging from giant data sets.
•Engineers refused to use just such a method to
decide on promotions.
•The company knows so much about algorithms lets it
see their limits.
•The assumptions built into a test can themselves be
biased against certain traits and so discriminate
unfairly.

8. Using an outcome metric like an
executive’s earnings performance,
while ignoring a role as a boss and his
impact on the morale, loyalty, focus,
and stress levels of his direct reports,
may result in a false indication of
who’s really the best boss.

9. “Statistics means never having
to say you are certain.”
Correlations that look
“significant” are actually noise,
not signal.

11. ALSO,
ANALYSE!
DON’T STOP!!
THINK MORE!!!

12. YOU CAN DO IT!

13. Talents win, and when
talents win, looser have
to fail.

14. THANKYOU!!