- Andrew Marritt, Founder & CEO, OrganizationView
- Dennis Purcell, Chief Human Resources Officer, Skidmore Sales and Distributing, Inc.
- Faranah Sidi, Manager of HR Systems, LifeLabs
- Locke Brillhart, Senior IT Manager, Kleinfelder, Inc.
- Hillary Mandich, Analyst – Human Resources Services
- 11 anonymous company contributors
- Ninety-one percent of IT leaders believe that analytics is important for talent management but 59% use no workforce analytics at all, although those who use analytics are much more effective than those who don't.
- The higher the level of analytics used, the higher the level of effectiveness of the department as a whole.
- You don't need advanced metrics and analytics to see a return on people data. Begin by getting a strong foundation in place and showing the ROI on a pilot project.
- Complex analyses will never make up for inadequate data quality. Spend the time up front to audit and improve data quality if necessary, no matter which stage of analytics proficiency you are at.
- Ensure you collect and analyze only data that is essential to your decision making. More is not better, and excess data can detract from the overall impact of analytics.
Impact and Result
- Build a small-scale foundational pilot, which will allow you to demonstrate feasibility, refine your costs estimate, and show the ROI on people analytics for your budgeting meeting.
- Drive organizational change incrementally by identifying and communicating with the stakeholders for your people analytics pilot.
- Choose basic analytics suitable for organizations of all sizes and understand the building blocks of data quality to support more further analytics down the line.
This guided implementation is a three call advisory process.
Guided Implementation #1 - Define the problem
Call #1 - Discuss your needs and chosen problem to tackle with people analytics.
Guided Implementation #2 - Visualize insight
Call #1 - Review the chosen data points and dashboard plan.
Guided Implementation #3 - Evaluate & refine