After reading an entertaining article by Josh Bersin on Forbes, called “The Geeks Arrive In HR: People Analytics Is Here”, I knew that there was more to People Analytics than just data.
Let’s face it: data is everywhere. With that in mind, we can go further and add analytics, too. According to Bersin, HR Analytics – the application of data mining and business techniques to human resources (HR) data – has been around for a long time. The terms talent analytics, or as it is now called “people analytics” might also be familiar in this context.
Human resources analytics wants to achieve an organization that provides insights to manage employees effectively. The main targets are the quick and efficient reachability of business goals, whereas, the challenge is to identify what data should be captured and how it should be used.
More precisely, the problem has not been the concept, to a greater degree it is the focus that needs more observations. When focusing on the troubling facts connected with HR analytics, the ethical aspect should also be taken in consideration. “With great power comes great responsibility,” said Bill Boorman, managing director of technology & innovation at RecruitingDaily.com, citing Uncle Ben from Spiderman.
And he is absolutely correct, isn’t he?
What is the impact of data and HR analytics?
We should always consider the human use of data and predictive analytics and, especially, how we are going to employ it in our organizations. Analysts need to understand their audience, create some sort of a plot of related storylines, and apply conclusions that tie together the principal facts.
Try to tell a story with data.