From “feeling” to HR data: The relevance of People Analytics

We are probably used to making decisions based on our “feeling” based on years of experience within the People areas make assumptions or assumptions that did not lead us very correctly to achieve the expected result.

In our new reality, and in future realities, the right information, available at the right time and in the right place, will enable us to improve our decision-making process in managing the most important asset: people. And this may sound ridiculous, but it’s common to ignore the real causes cited by the data for which people make the decision to leave companies, or that it affects their performance or their low level of involvement.

Building a management and work culture based on a thought data driven Within the People Areas, this implies challenging the existing beliefs in the organization, breaking paradigms in the management and development of people, as well as the formation of new skills within the teams, which makes it possible to understand the actual performance And to learn about the actual performance as well as the evaluation of the experiences. provided by the different processes of People versus co-workers.

For this reason, the acceptance and development of a work model based on People Analytics will make it easier for us to build a sustainable work routine over time, aimed at designing solutions and services focused on improving management and experiences. of people, as well as to make a positive impact on the outcome of the organization “.

Currently, thousands of organizations experience challenging environments and situations almost every day, which can generate some uncertainty when making decisions that will affect people’s performance. It is at this moment that the data het becomes a need rather than a desire to create the right initiatives or to this to the organizational challenge that seeks to face and make the best decisions People management to give them a competitive advantage.

Steps to Approach People Analytics

Possibly at this point in our head the next questions: Where do we start? Is it expensive? How long will it take us? Does this involve a great deal of organizational effort? Well, here are some points that can help you visualize that first analytical project that will be carried out in the coming months.

First step. Identify and determine what we are trying to solve or improve in the organization from an analytical perspective and formulate it by asking a question that we will answer to the organization supported by the data. For example: What are the drivers that positively affect the rate of involvement in our commercial team?

Second step. Quantify the value that the execution of this project will have for the organization, that is, we “business case”Which will facilitate the communication of the economic value of the impact we are trying to achieve.

Third step. Take into account the maturity and management of our business processes in human resources, as well as the level of digitization that some of these have. This will make it easier for us to have information in a shorter period of time and consolidate the different sources of information for our analyzes. However, this is not all, we may discover here that we do not have all the necessary information and we will have to work on it.

Fourth step. Form a work team, ideally, that includes multidisciplinary knowledge with expertise in the fields of People, computer science, HR technology and project management that will enrich the execution and outcome of the project.

Fifth step. Has the participation of the leadership team and functional managers of the business areas, who will play a dual role: one, as sponsors of the initiative; two, as active participants in the elaboration of hypotheses describing assumptions or assumptions that will serve as a guideline in the analytical history of the data.

Finally, the acceptance of a analytical thinking on the People management It began to be developed and incorporated as an integral part of the strategic and operational model in human resources, enabling and orchestrating services of greater value, with better experiences and actively listening to people. To go from the “feeling” of things to speed up decision making based on data.

“What is not measured cannot be improved”Peter Drucker.

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