John Pensom, CEO of PeopleInsight, talks about the urgent need for HR to get beyond spreadsheets, leverage new technologies, and make a transformative contribution to the business.
With so much HR and Talent data at our disposal, its critical that we come up with ways to distill the volume into manageable and meaningful chunks of information. A key way to do this is via data visualization. It seems common sense, but why then do we still attend or present at meetings with slides consisting of rows and columns of numbers, or text–heavy slides with a crude chart or two as illustration of the points? Why do annual reports favour flat data, charts and lists, and heavy text explanations?
Workforce data is everywhere. In all different formats using multiple languages, inconsistent terminology, and living in different systems. Given this complexity, it’s not surprising that most HR & talent teams access and utilize only a small portion of their data’s power. This is the data that’s visible, on the surface, and easily reported. But this is only the tip of the iceberg…and below the surface is where we really need to focus to deliver results for the business.
On Thursday June 23, 2016, the Ontario government announced that they are considering mandatory work experience programs for all high school, college and university students.
In our last blog we covered three common concerns and questions HR professionals often raise when considering getting started with workforce analytics. Now let’s move onto two more questions and concerns and how you can overcome them.
In this blog, I tackle a question that gets asked a lot: “Can’t my HR & Talent Systems provide the analytics and reporting I need?”
Across the areas of attracting, sourcing, and progressing candidates through a positive experience there are many moving parts. It can be a challenge to understand quickly and clearly, what’s working and what’s not, and where to invest attention and budget. And while there is a ton of data available this isn’t always at the right level to inform decisions. A deeper look at your recruitment channel and candidate data can deliver visibility into the effectiveness of your efforts and tell you where focus is needed.
If you feel you could be doing more with your reporting, insight and impact where people analytics are concerned, these dashboards can help.
When it comes to workforce analytics and its value, McKinsey’s in.
No matter what your company size, the pressure is on for HR to make use of data to respond to business questions and make timely and relevant workforce decisions. HR now knows that using workforce data can lead to more impactful conversations and contributions to the business. For this to happen however, HR needs to develop its analytics capabilities.
Did you ever here an HR person say, “we have lots of data but we’re challenged for time and resources to wade through it. We’re in need of a solution to resolve the fact that we have spreadsheet upon spreadsheet but little means of drawing insight from them or connecting the data in meaningful ways.”
Most organizations frequently look at turnover—but they do this at such an aggregate level the measure in and of itself is useless—and not really actionable.
There’s lots of talk about Big Data—and in the past 6 months, there has been a noticeable increase in the dialogue related to Big Workforce Data.
I came across the title of today’s piece in Guy Kawasaki’s book “the Art of the Start”. It has made me smile for the last week. The quote elegantly expresses why HR practitioners need to be measuring. Here is why
I am often contacted by human resources groups and analysts looking to take their work to the next level and discover the next great insight. Often they are seeking some holy grail or mystic equation that will simply answer the complex questions that human systems create. This is a worthy and powerful quest and one which is moving human resources groups and the organizations they serve into a better and more productive position. Unfortunately…