The Future is ‘data driven’ HR
Welcome to the future of HR leadership and get ready to be brave!
You lead in a volatile, uncertain, complex, and ambiguous world, where outside forces such as COVID19, remote working, new technologies, are fast becoming the new normal.
Regardless of industry, the one thing that we all have in common is that disruption is here and it is likely to remain that way for the foreseeable future.
One thing for sure is that it is vital that the business understands its talent supply. That is to identify the collective skills, strengths and talent gaps for each individual and collectively across the organisation.
With this data, the organisation can then undertake accurate skills forecasting to identify what skills are needed in the new business model, or when supporting people who are remote working and develop talent action plans based on the data.
In addition, the data needs to be in real-time, in order to facilitate the organisation to move to agile models, anticipate recruiting and workforce training needs months in advance.
Instead of being stuck in ‘reactive mode’ the organisation can be ‘proactive’ anticipate and adapt much faster to the changing environment.
This is where people analytics and A.I. can add real value by supporting business leaders by providing ‘insights’ into its talent supply and support the organisation to build capacity and to innovate, where and when it is needed.
Without reliable data, HR is left with ‘best guess’ assumptions. In a practical sense people analytics can enable leaders to manage through the change rather than be managed by it.
‘Agile’ is the new Organisational Paradigm
With data the ‘insights’ into the talent supply can support HR to provide solutions to the following challenges:
- How can I design an organisation on that will enable us to not only survive but to thrive in the future?
- How do I manage develop and retain the people that I have so that they continue to deliver high performance through challenging times.
- How can I leverage networks of virtually distributed teams to create ecosystems that drive performance, constant innovation and ability to scale?What is the best ways to performance manage my team while remote working?
- How can I maximise the strengths of the human capital resource I have to create stability, while at the same time remain agile, flexible with the ability to surf the waves of the change?
- How can I re-structure and re-deploy my team so that we are taking advantage of new opportunities and new markets that are emerging.
- How can ‘see into’ the human capital get clarity on the strengths of the team and know where and how to best deploy it?
- If I have to make redundancies, how can I make sure I am not ‘throwing the baby out with the bath water’?
- How do I ensure I design a ‘fair restructure process’ one that is compliant with GDPR and employment legislation?
- How can I position my team to tap into and realise their deepest passions and set them on a trajectory post COVID19 that is going to support them to achieve their potential and show them there is a place for them long term in the organisation?
- How do I offer compassionate support to employees which have either voluntarily or involuntarily chosen to leave the organisation?
People Analytics can support HR by providing data that gives an evidence base to decisions, rather than relying on ‘gut’ feeling or conjecture.
YOU CAN’T HAVE AGILITY IF YOU DON’T FIRST HAVE CLARITY.
For Example:
One of the smartest things that you can do as a business leader in today’s environment is to use people analytics to determine the suitability of an individual for a role, because foundational to a robust HR Strategy is ensuring you have the right people in the right jobs at the right time.
| Suitability Criteria : Attitudes, motivations, task preferences, interests, and work environment preferences. | |||
| Essential Traits | |||
| Trait | Rating | Importance | Frequency |
| Computer Software –
The interest in the non-tangible program components of computers |
10.0 | 10. Extremely essential | 100% of the time |
| Analytical –
The tendency to logically examine facts and situations (not necessarily analytical ability) |
9.5 | 10. Extremely essential | 90% of the time |
| Organised –
The tendency to place and maintain order in an environment or situation |
9.5 | 10. Extremely essential | 90% of the time |
| Precise –
The enjoyment of work that requires being exact and the tendency to be detail oriented |
9.5 | 10. Extremely essential | 90% of the time |
| Computers –
The enjoyment of working with electronic machines that calculate, store, or analyse information |
8.0 | 8. Essential | |
| Numerical –
The enjoyment of counting, calculating, or analysing quantities using mathematics |
8.0 | 8. Essential | 80% of the time |
| Science –
The interest in any body of knowledge that uses a systematic method for achieving knowledge |
7.5 | 8. Essential | 70% of the time |
If COVID19 has taught us anything, it’s the valuable lesson that we must be prepared for worst case scenarios.
For further information on how people analytics can help you to better leverage the talent you have and mitigate future risk, visit our web pages here:
- Select the right talent using people analytics.
- Develop the best talent using people analytics.
- Engage and retain the best talent using people analytics.
- Conduct proper succession planning using people analytics.
- Strategic workforce planning using people analytics.
You can also read further on our blog here…”How people analytics can help your organisation take first advantage and thrive in the disruptive times ahead”
Download our PDF with case studies here…
Download Examples of analytics …here…
Would you like to go ahead and book a complimentary session with one of our people analytics consultants?
You can do so here: