Don’t expect smart people to listen to you without proof. Learn the basics of analytics and people will love you. If you don’t have time to learn, hire someone. – W. Edwards Deming
The HR is increasingly becoming more democratic in terms of making the people data available through out the organisations. The realisation came after long time with the proliferation of tech tools and introduction of big data coupled with smart visualisation tools. People function across the organisations are becoming more aware to put the people data at the centre of leadership decision making.
All through the education and our experience with the HR, we have been taught how to become confidential and diplomatic. We have had hardly learnt anything from marketing. Following are some parallels from the two fields:
Customer = Talent/People Unlike the customers are critical to bring revenue the organisation. HR recognises the value of the talent/people in organisations context as sole reason for its being (existence).
Unique Selling Point (USP) = Employee Value Proposition (EVP) What is the likelihood of you recommending a FMCG brand to your friend or family? Why do we do that? because we see value in given product or service. Similarly if one finds an employer great place to work for what are factors contributing that positive inclination towards the brand.
Net Promoter Score( NPS) = Referrals Drawing the previous point, how many of your current employees will recommend your brand to their friends/collegues/family members is a function of how you treat your current employees.
Customer Feedback = Employee Engagement Surveys Our colleagues in marketing know how important it is to continuously collect consumer feedback in the form of market research.
And last but not least ……
Mouthshut.com = Glassdoor.com We all have witnessed how fast the word spreads with the convergence of technology in hyper-connected world. There are platforms available where the customers put their honest feedback and cite their experiences. Building the brand takes long time, sustaining it is the toughest challenge.
In many aspects, leaders in human resources are responsible for managing a complex product comprising culture, environment, and reward elements — each element having different cost/value drivers, communication channel needs, process and delivery components, varying preferences across segments, and even shelf life.
“This is my favourite part about analytics: Taking boring flat data and bringing it to life through visualization. When communicating results to non-technical types there is nothing better than a clear visualization to make your point.” – John Tukey
The real question lies in the fact why HR lacks the drive for data when it comes taking business (read : People) decisions . Following are some examples how we can use people data to have marketing approach to HR :
Pre hiring and hiring process – Conversion rates across the hiring and selection process can be gauged to understand the effectiveness as well efficiency. Identifying the most potent source for hiring talent on the basis of data.
Internal mobility – Mapping the horizontal and vertical movement of talent and understanding the result of such movements and building the readiness within the talent for higher roles and special assignments
Demographic profiling – Understanding the employee demographics’ and tailoring employee services, rewards and communication around it.
Learning and development – Mapping the penetration of the learning programs across the organisation and deriving the effective and economical way of addressing the developmental needs of the employees.
Performance evaluation – Identifying top performers or HiPos with the help of consistency in performance testing them by exposing to different environments and assignments.
Following are some cases of evolved people analytics organisations:
Another platform that showcases great case studies and practical advice for those in the HR space is Google’s re:Work initiative. There’s a whole section devoted to people analytics and this is where you can find a really helpful step-by-step guide from Gap’s Workforce Analytics team. It describes how the team, led by Anthony Walter, created a culture of data-based decision making across the entire HR function and built credibility throughout the organisation.
The third collaborative movement featured in this article is Valuing Your Talent – a UK based initiative set up by the likes of the CIPD, CIMA and CMI to build a greater understanding and appreciation of how people create and drive value in business. The site contains a number of excellent case studies including this one from Microsoft,which provides a detailed description by Dawn Klinghoffer, leader of the HR Business Insights team, on the four-step process her team follows to collect, define, analyse and derive actionable insights from data.
About Sunil Tembhe
Sunil Tembhe has over 4 years of HR experience and has worked with organizations like John Deere, Liontree HR Consultants Pvt Ltd, Deloitte before joining HR career he worked with Tata Consultancy Services. Sunil Tembhe holds a Master of Labour Studies from MILS, Mumbai University..