I particularly liked SuccessFactors’ description of their analytics process, eg this phrase: “Unless an indicator is aligned with either HR or
corporate strategy, it is unlikely to be valued by management.”
The need is therefore to start with an understanding of strategy (what matters), and measurement (how are we doing), before undertaking analytics about the issue.
Ie, for me at least, it’s the development of the people management strategy and its measures which triggers questions about organisational working which provides a context for analytics.
That’s why my HR metrics workshop focus mainly on HR strategy mapping and scorecarding as a means to describe people strategy before going on to focus on the use of analytics tools.
It’s this that gives you the focus on what you need to be doing analytics on, enabling you to produce compelling analytics which truly support more effective decision making – eg I particularly liked the presentation by Conagra on their analytics and reporting approach:
The danger if you don’t do this, as SF point out is that you just end up drowning in data:
Another great HCI conference – and hopefully I’ll be able to do some posting from the HCI’s Annual Summit next week…
Also see:
- HR Analytics – Transformative HR
- HR Analytics – Calculating Success
- The Five Most Important HR Analytics
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- Contact me to create more value for your business
- jon [dot] ingham [at] strategic [dash] hcm [dot] com
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