Talent Acquisition is no stranger to data and metrics and the most progressive of leaders in this space are taking advantage of the wave of workforce analytics to get results – for their organizations and for themselves. While the past was focused on using analytics primarily to monitor the efficiency of the recruitment process, Talent Acquisition is now involving itself in measuring the effectiveness of its efforts. Connecting the activities of Talent Acquisition to business outcomes is something every Talent Acquisition leader should be working towards.
Every HR trend report I have read this year has a focus on analytics and data as one of the top 5 trends. Having helped this field emerge over the last 5 years this was rewarding to see. At the same time I was struck by the gap between the level of expectation about the returns from HR analytics and the current level of practice that we see. In short, to meet the expectations of business leaders in relation to HR analytics we are going to need to get very focused and very effective, quickly.
For many in the human resources function, every day is a series of reactions and responses to events. The experience of work is the constant juggle of urgent demands to hire people, sort out employment issues, deal with grievances or conflicts, resolve pay demands or other requests. All of these activities are important and urgent and place an immediate call on our attention and action. This experience creates a habit, where new information is reviewed with a bias to action or crisis. If there is nothing urgent or important here then the information can be ignored—there is nothing to do...
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