Picture this. It's a Friday morning, and five senior executives walk into a conference room to meet with the CEO: Operations, Sales, Finance, Marketing and Human Resources.
The Operations VP starts with a dashboard clearly indicating improved operational efficiency, productivity gains and cost savings for the quarter, as well as projections for the remainder of the year. The Sales lead follows and not only looks at current sales, but models the predictions for the next year, including details about how those goals will be achieved.
The Marketing VP goes next by illustrating customer purchasing trends over time, and how they correlate to various marketing activities. The analysis includes how to leverage factors to increase prospective clients and revenue related to those clients. Then, Finance links it all together by demonstrating impact on the bottom line through visualizations of both actuals and forecasts.
And finally: It's time for the senior leader of Human Resources to provide an update. This includes a dashboard illustrating year-to-date results for hiring, diversity, attrition and compensation . Then, there's a review of HR-driven projects and initiatives, and reminders for action around performance reviews, the upcoming succession planning cycle and launch of corporate wide learning.
What's wrong with this picture? Every department communicated their achievements, failures, and plans of action based on predictive analytics and created forward-thinking strategies — but HR simply gave a historical recap of what has already happened with little insights into what could occur.
The Promise of Analytics
It's true that more and more HR leaders have achieved status as a strategic partner with a "seat at the table" in the past few years. Talent management pros are learning to leverage their business knowledge to speak the language of their clients, and proactively address talent challenges.
But being a business-savvy partner isn't enough to keep that seat for years to come: Instead, HR leaders also need to demonstrate that they are credible, data-driven advisors — focused on how certain changes to the talent strategy can impact the future of the business.
People analytics and big data have been hot topics for a few years, yet HR departments —unlike other areas of business — have just started to explore strategic analysis. Two years ago, according to Deloitte's 2014 Global Capital Trends report, only 14 percent of HR and talent management departments were currently using data analytics, compared to 81 percent of companies who use analytics in finance, 77 percent in operations, 58 percent in sales and 56 percent in marketing functions.
The good news is that last year saw significant progress, with companies recognizing the impact workforce data can have on predicting improvements in productivity, sales, retention and compliance. Deloitte's 2016 report found that 32 percent of organizations felt ready or somewhat ready for analytics, compared to 24 percent in 2015. In addition, 77 percent of organizations around the world believe people analytics is important.
That said, although analytics is seen as important, HR still seems apprehensive, and they require something more than having the right technology or ’clean’ data to move ahead.
Impact through Analytics Is a Balance of Science and Art
Sharing compelling results about the existing or future workforce inherently has some degree of risk, because the information is likely to challenge current practices. When it comes to people analytics, you're often asking leaders to take a leap in a new direction and replace some of their gut feelings with objective information. If the recommendations are coming out of the blue, they might be met with discomfort and doubt. In other words, becoming proficient in people analytics is a necessary, but not sufficient, condition to elevate HR's status.
If HR leaders want to be considered true "strategic partners," they need to balance the science of analytics with the arts of influence and communication. There are a few key ways to accomplish this:
- Get out of the HR comfort zone: Immerse yourself in the business by spending time on the front lines and being visible outside of the HR department to truly understand critical issues.
- Incorporate business results immediately: Incorporate business metrics such as costs, productivity, revenue, and/or customer satisfaction into your existing reports and dashboards.
- Generate interest and build curiosity: Hypothesize linkages between business issues and people issues, initiating dialogue on future talent strategies. Once you know their most pressing questions, you can explore how data can provide insights.
- Drive change: Be innovative, challenge the status quo, and present novel ideas and solutions, rather than waiting for others to take the lead
By building trust as a credible, data-driven, business advisor, HR can come to the table with insights that illustrate the value of investing in talent, propose scenarios for workforce changes, and predict how people will play a critical role to achieve the business strategy.
関連資料
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電子書籍
新しい世界に向けた仕事の再構築:2024年のHRトレンド予測
貴社では、昨今の急激なビジネスの変化のスピードにどの程度対応できていますか? 従業員を対象にした調査によると、41%が自分のスキルを伸ばすために必要なものを持っていないと考えており、59%がさらに多くのキャリアガイダンスを求めているという結果が出ています。そこでこれまで以上に重要になるのが、HR担当者が最新のトレンドを把握し、それが従業員や組織にとって何を意味するのかを理解して活用することです。例えばAIはトレンドの1つですが、60%以上の組織では、人財開発プログラムの最適化にAIテクノロジーを活用していません。
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採用から退職まで、タレントエクスペリエンスプラットフォームは職場をどう活性化するのか
あなたの職場がハイオクエンジンだとしましょう。そして、現在使っているモデルを、市場で最も洗練された高性能なコンポーネントに交換できると想像してみてください。それこそまさに、タレントエクスペリエンスプラットフォーム(TXP)が組織のタレントマネジメントエンジンにもたらすものにほかなりません。
お客様事例
SBCメディカルグループ:急成長の核となる役職者の早期/大量育成に向けスタッフの属性に応じた教育をきめ細かく提供
国内美容クリニックの最大手として、湘南美容クリニックをはじめとする各種クリニックを展開しているSBCメディカルグループ。「2035年に1,200クリニック開院」などの目標を掲げて躍進を続ける同グループで課題となったのが、クリニック数の拡大に不可欠となる看護師などの役職者を早期かつ大量に育成できる研修プラットフォームを整備することでした。同グループはコーナーストーン・ラーニングCSXにより、スタッフの職種や入社年数などの属性に応じて受講する研修をきめ細かく指定可能なオンライン研修プラットフォーム「SBC Passpor(通称:Sぽ〜と)」を構築。全国のクリニックで働く多忙なスタッフが、それぞれの目標に向けて必要な研修を確実に受講できる環境を整えました。