How to draw with HR Analytics? What’s changing DELTA?
Mostly all the organizations are aware of this phenomena called Workforce/HR/People/Talent analytics. However, there is fair amount of perceptions around it such as:
1) The big data can only be utilized by procuring capital intensive tools from big HRIS vendors.
2) My organization is too small or too huge to put analytics on people and these colorful tables are serving the purpose for now.
3) I have to get certified for putting analytics to the work.
Answer is negative for all the above.
This post is to demystify all the above beliefs.
Simply, visual content reaches an individual’s brain in a faster and more understandable way than textual information. Or, more accurately, a person’s brain is hardwired to recognize and make sense of visual information more efficiently, which is useful considering that 90 percent of all information that comes to the brain is visual.
- Visuals Stick in Long-Term Memory
- They Transmit Messages Faster
- …And Improve Comprehension
- Visual Cues Trigger Emotions
In The Visual Display of Quantitative Information, Edward Tufte calls Minard’s graphic of Napoleon in Russia one of the “best statistical drawings ever created.” But what makes it so good?
Issue: While trying to see from where workforce has come? (i.e. Domicile profile). Imagine watching 29 different states on one table with each state representing numbers of employees. It’s tough to understand which state is not there in that table or which state sources me high number of blue collar manpower? (An experienced IR manager would tell you regions which accounts for peace loving blue collar).
Solution: A map of India which shows relative colored grade and numbers at a glance. Sounds great, right!
Issue: How you would like to assess the quality of hiring process? Having MIS filled candidates’ names and how process precede with each interview round and 15-20 columns giving details of each candidates. The micro details might not have relevance to higher ups who are working two layers higher to you on organization chart.
Solution: A Funnel chart depicting how average closure time taken for hiring. How the pool of candidates squeezed at the end of each process (viz. Written test, GD, And discount interviews till the joining)
We all agree visualizations are crisp in sharing information and can generate multiple insights at once.
All the above is possible with MS excel 2013 or higher version. There are other platforms such as Tablue Public where you can transform the big data into attractive visualizations.
UTILITY OF HR ANALYTICS:
Irrespective of scale of your organisation, you can gain a lot from HR Analytics. All we have to do is focus on your business problem. Please refer my previous blog how the analytics can be leveraged in different contexts. (Where to start on Analytics journey)
HOW TO TAILOR ANALYTICS TO SCALE:
The HR processes remain similar. Problems are identical if not homogeneous. The issue with one organization can be retention of talent while other might laser focus on the retention of key talent. The tools are common to analyze data and it can also be tailored to analyze the problem in hand.
DELTA = Data + Enterprise + Leadership + Targets + Analysts)
Building a capability in this domain requires the same fundamentals that most other business analysis does. Acronym Delta (access to high-quality Data, Enterprise orientation, analytical Leadership, strategic Targets, and Analysts).
Organizations can get increasingly good HR data from their enterprise systems, but they sometimes need to augment them with new metrics. Data needn’t be perfect to be appropriate for analysis—just sufficient to understand trends that matter.
HR can no longer confine employee data to its silo; organizations need access to those data to be successful. The significance of the relationship motivated Best Buy to make its employee engagement surveys quarterly rather than annual.
The success of almost any initiative depends on its leaders, and talent analytics is no exception. Leaders who believe that human-capital insights should be used to solve business problems must constantly press for decisions and analyses based on facts and data rather than on tradition, hearsay, or supposition. And they should foster a culture that allows for experimentation and mistakes—which are often unacceptable in HR functions today.
Organizations that use talent analytics have already made people the focus of analytical activity. But should they concentrate on hiring, assignments to projects and tasks, or retention? Which types of employees need the most analytical attention? Which of the six kinds of talent analytics should be employed when? When Google was adding 100 employees a week, from 2005 into 2008, hiring the right people was its primary focus. When hiring slowed in 2008 and 2009, the company turned to gaining insights into employee attrition and effective management approaches.
Analytical theory must be converted into practice. This requires experts not only in quantitative analysis but also in psychometrics, human resource management systems and processes, and employment law. Google, P&G, Royal Bank of Scotland, Intel, and Tesco have all established HR analytics groups to get deeper insights into their people practices.
In upcoming post, we shall discuss about metrics and indicators and how to measure them?
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..