top of page


Public·6 members

Talent Analytics For Dummies

The Triple A Measurement Framework (see the following figure) provides the fundamental measurements and analysis for the three big people-related problems each company needs to solve if they hope to grow as a business: attracting talent, activating talent, and controlling the rate of talent exit (attrition).

Talent Analytics For Dummies

Mike West was a founding member of the first people analytics teams at Merck, PetSmart, Google, and Children's Health Dallas before starting his own firm, PeopleAnalyst, LLC. He has helped companies large and small design people analytics applications and start their own people analytics teams. Mike brings a unique perspective about how to use data to create winning companies and great places to work.

In People Analytics For Dummies, I talk about the ways that analysis can connect human resources decisions to business strategy as well as offering an overview of some of the nuts-and-bolts of how to do the analysis. You'll find out about gathering data about your employees at different stages of their careers, detecting patterns from the data, making predictions, and measuring the consequences of the actions you take. You'll find out how to use data to continuously improve the methods you use to attract, activate, and retain talented people so that you can achieve higher levels of productivity.

It used to be that a book started on the first page and ended on the last- not anymore. The digital revolution has not just changed the way we buy books, it has also changed the way to write and read books. I have created a plethora of online resources that go together with this book to assist you on your journey of people analytics. These items fit more readily on the World Wide Web than they do between the covers of the book (and doing so saves a few trees in the process too). Importantly, these resources can be updated, searched, shared, cut and paste from and downloaded as pdfs.

I covered the topics that I am in the best position to provide, which could not be covered by these other books. If I have learned nothing else in people analytics and in the process of writing a book where your best contribution is and is not, are key to getting good work done. Few things of truly lasting significance in this world were created without some level of teamwork.

Not being an expert on Analytics part I was always curious about how one can use analytics for better optimization, forecasting and reporting. How HR can get benefited by investing for stronger analytics?

HR analytics does not only deal with gathering data on employee efficiency. Instead, it aims to provide insight into each process by gathering data and then using it to make relevant decisions about how to improve the processes.

Workforce Analytics and Planning is the most common systematic identification and analysis of what an organization is going to need in terms of the size, type, experience, knowledge, skills and quality of workforce for ensuring that an organization has suitable access to talent to ensure future business success.

HR analytics must extend beyond reporting from present or past to predicting and analyzing what will be in the future. And the best analytics is most likely focus on certain areas according to TIBCO Spotfire:

Most HR leaders understand the importance of HR analytics. Now they have to figure out how to use analytics to enable their organizations to thrive because doing that will give their companies a leg up on the competition.

People analytics is the study of your number one business asset--your people--and this book shows you how to collect data, analyze that data, and then apply your findings to create a happier and more engaged workforce.

  • Get more from your #1 investment - your employees Developing a successful workforce requires more than instinct. Data helps guide decisions on how to hire quality employees and keep them satisfied. This book shows how to build a people analytics strategy and apply your findings toward creating a more engaged workforce. If your organization wants to understand why you miss headcount targets, why high performers leave, or why one department has more production issues than another, this book is for you. Inside... Quantify the employee journey

  • Measure employee lifetime value

  • Create more commitment, alignment, and motivation

  • Find where to focus resources

  • Make staffing predictions

  • Learn what works for your firm with experiments

  • Avoid people analytics pitfalls

About the Author

Presenting a clear, accessible guide to solving important leadership challenges through human resources-focused and other data analytics, this engaging audiobook tells you how to transform the HR function and overall organizational effectiveness by using data to make decisions grounded in facts vs opinions, identify root causes behind your company's thorniest problems, and move toward a winning, future-focused business strategy.

From the visionary head of Google's innovative People Operations comes a groundbreaking inquiry into the philosophy of work - and a blueprint for attracting the most spectacular talent to your business and ensuring that they succeed. "We spend more time working than doing anything else in life. It's not right that the experience of work should be so demotivating and dehumanizing". So says Laszlo Bock, former head of People Operations at the company that transformed how the world interacts with knowledge.

People analytics can be defined as the deeply data-driven and goal-focused method of studying all people processes, functions, challenges, and opportunities at work to elevate these systems and achieve sustainable business success.

People analytics is often referred to as talent analytics or HR analytics as well. Essentially, gathering and assessing people analytics leads to better decision-making through the application of statistics and other data interpretation techniques.

In a crowded and visibly fragmented market, it is imperative to choose a people analytics tool by exploring the market, experimenting with different options, and analyzing which option would enrich the organization the most. Multiple offerings include data mining, data transformation, and data visualization techniques, all merged into a user-friendly self-service interface.

Once you know what your end goal is, which data is relevant, and what the available options are (based on clear pros vs. cons analysis), create an action plan. Applying big data and predictive analytics to talent management, leadership development, and organizational capabilities often helps in fine-tuning the action plan.

Ensuring that legal compliance is maintained in the collection of all data is crucial. Before you start on the analytics project, have a legal team validate the data sourcing techniques and processes. It does not end here.

The idea is to find the right balance between the limited moving parts (people and the dynamism of the environment) and fluid, customizable systems and processes of people analytics. When you have the right team with the relevant skillset in place, it is easier to streamline the whole process and apply quality controls.

A realistic HR business strategy avoids functional silos and can align talent to business seamlessly. Having clear KPIs and ROI expectations from people analytics endeavors ensures that the impact is measured often and with transparency. A winning strategy needs to be backed by data and an effective plan of action.

Technology is interspersed with every aspect of life today and more so with processes like people analytics, where often a bulk of analytical data is to be treated with little or no room for error. New-age HR tech tools make real-time data easily accessible. And this is an opportunity that needs to be milked because today, agility and real-time intelligence can truly set you apart from the competition.

Bersin research points out that a meager 2% of HR organizations have mature people analytics competence to bank on. There is thus quite a heavy first-mover advantage for innovative, intelligent organizations that are trying to tap into this space.

With people analytics changing how recruitment is conducted, how performance is measured, how compensation is planned or growth is mapped, and how learning and retention can be managed better, people analytics is quickly changing how HR operates.

According to recent studies by Deloitte, increasing job offer acceptance rates, reducing HR help tickets, and optimizing compensation are just a few ways in which people analytics is quickly becoming the new currency of HR. Moreover, with HR processes evolving to keep pace with business needs, people analytics is moving from being a one-time initiative to becoming a real-time, easily modifiable tool that HR has immense benefits to draw from.

With recent trends in the work ecosystem, the interaction between HR and business stakeholders (both internal and external) has been undergoing a transformation as well. People analytics needs to change in keeping with the latest trends in leadership. More transparency is a key trend emerging here, and intelligent insight is the need of the hour.

Businesses today need to be able to make sense of seemingly unrelated data streams and find meaning, correlation, and maybe even interdependence between one or more factors to predict and manage work better. People analytics has the potential to provide actionable recommendations to enable strategic planning and execution processes. 041b061a72

Group Page: Groups_SingleGroup
bottom of page