Beyond Hi-Tech: Taking A “Deeper Dive” Into HR Issues
Deeper dive: It’s critical for HR to know what data
points to use to identify a good candidate, recruit, or
employee. This has traditionally been difficult to do.
HR technologies can help companies better assess
their hire data by factoring cost, output, skills match,
and even engagement analysis.
In a blog post, globally-recognized talent
management and HR tech strategist Meghan M.
Biro writes that “to really leverage human capital
now, we need to turn to the data that is constantly
forming, streaming, reforming” as the organization
progresses. “Passive and active candidates,
onboarding, training, engagement, retention, attrition,
performance, recognition: it can all be predicted with
All this data gives HR and business leaders the
ability to make evidence-based decisions to address
and improve turnover trends, retain high performers,
forecast talent needs, and even anticipate legal risks
with poor performers. Of course, these data sets
need to talk to each other and with the plethora of
HR systems, it’s not possible to find one platform
that can cover all administration needs. To solve
this dilemma, companies are increasingly turning
to predictive analytics tools that can nimbly gather
and assess data from all underlying systems
to understand how the pieces of the puzzle all
Deeper dive: Problems arise when HR’s data sets
are scattered across several systems. According to
Sierra Cedar, the typical HR department has about 10
recruiting and 20 learning and development systems
of record, generally acquired through SaaS vendors.
HR needs to work with IT to get these databases to
talk to each other. This data management exercise,
if successful, provides not only stronger evidence
for decision-making, but can reduce the cost of
implementing and maintaining these systems.
For every HR program - from training to wellbeing
activities - HR professionals should follow the lead
of our marketing brethren and assess how end
users are engaging and participating in these career
development and benefit programs. Measurement
should determine whether the program contributes
to the right outcome for the business and its people.
We all realize that measurement is more than just a
reporting exercise; it’s a step toward achieving ideal
HR needs to identify the programs that drive the
best value. Key performance indicators (KPIs) may
cover compliance, cost reduction, productivity,
retention and the like. HR professionals can then
weigh the relative value of their investment (ROI or
ROV) on every program they offer. People analytics
has the capacity to collapse the narrow siloes of
talent, benefits, wellness, or population health,
bringing them all together to intersect and impact the
employee experience and determine the real benefit
for the individual.
Deeper dive: There’s a risk that relying on data and
technologies to drive decision-making can alienate a
workforce that’s been reduced to statistics, without
valuing their unique needs and abilities. AI algorithms
can indeed make these kinds of decisions, but in HR
you want to be sure the human touch is present in
every choice that affects people.
HR Strategy & Planning Excellence presented by HR.com March 2021 65 Submit Your Articles