I am often asked why I rate psychological skills so essential to a great People Analytics team. Indeed, why I rate them higher than statistical skills, when I look at core skills in a SuperHero Team. Let me give an example: Let’s say that you produce an algorithm/robot/AI, which is perfect for recruitment; it can […]
This is why psychological knowledge is essential to success with People Analytics Read More »
People Analytics is maturing fast. 2017 in particular was a stellar year if the published cases, presentations at various people analytics conferences and interest from the wider HR community is anything to go by. However, for this trend to take a more permanent hold, it must in my view be recognized as an area of
Why People Analytics and Change Management is a match made in heaven Read More »
I am huge fan of HR Data & Analytics and I have had the privilege of working with it for many years now. However, it is important to remember one thing; HR Analytics is only a mean to and end; one tool and one mean to better HR. I talked about exactly that at Human
Why evidence-based HR is critical to success and how to get started Read More »
Storytelling is rightly hailed as a must-have competence in people analytics. In my own competency model, it is one of the six core competencies any analytics team must have. Other models do the same. Compelling arguments are being made about the value of good storytelling. In other words; master it or beat it. So don’t
Storytelling is nothing without a proper theory – here’s why Read More »
Succeeding with workforce analytics is difficult. It requires a mix of skills not found in one person only, and you should not assume, that you can do it on your own. We are all decent at most things but really only good in a few. You should therefore assemble a team, which has a multiple
Six must-have competencies in a world-class analytics team Read More »
My second take-away from the workforce analytics case-studies and conferences I have heard, attended and experience over the last year is what I call the confusion of cost savings and value creation. While the good news is that we are starting to deliver, my warning would be, that we should be careful not to deliver
Cost and value – the difference that makes a successful workforce analytics function Read More »
Over the last year, I have with interest read and heard a lot of workforce analytics case-studies both at conferences, in network groups and in companies by practitioners. And I find myself hearing good news. I believe, we are as a profession starting to deliver on our promises and heading towards a brighter future. Let
The state of Workforce Analytics is pretty good – and improving Read More »
In my last blog post I gave five reasons why HR Analytics should not be located in HR. The five reasons I gave were: 1) It will lose its strategic potential, 2) HR does not have the capabilities – and will not be able to attract the right ones, 3) HR does not have ownership of all
5 reasons why HR Analytics must sit in HR Read More »
If you were to build an HR analytics department where would you put it in your organization? The obvious answer may at first be to put it in HR. But at second glance this may not be the right place. Maybe even the wrong place. I believe there are five good reasons why HR Analytics
5 reasons HR Analytics should not be located in HR Read More »
Overconfidence is a term used in psychology to describe a person bias for being right. The overconfidence effect is a well-established bias and describes a person’s subjective confidence in his or her judgments is reliably greater than the objective accuracy of those judgments, especially when confidence is relatively high. Daniel Kahneman writes in his epic
Beware: HR Analytics leads to overconfidence Read More »
How important is leadership really for business success? It is obviously difficult to answer. Perhaps we could start by asking; how important are the top leaders for a company’s success? While more specific, this question is also difficult to give a brief and unambiguous answer to. However, we can begin to approach an answer by
Analytics is not easy. Or to be clear; getting the most business value from your data is not easy. There is so much to get right before you can unlock the hidden gems which are unquestionable lying deep inside your databases. Just consider the journey: First you must work on something which is highly important
How you create a Superhero analytics team Read More »
If you read any article, book or blog post about workforce analytics, HR data or evidence based HR you will eventually read the following sentence “…but remember that correlation is not the same as causality”. And this is factually correct. Just because two items correlate does not mean that they are connected or that there
In workforce analytics just pretend that correlation is the same as causality Read More »
I think it is fair to say that Workforce Analytics, HR metrics and Big Data in HR is firmly on the map now. It is one of the key trends in global HR right now and everybody’s taking about it. And with some good reason. But before we become like a deer caught in the
Workforce Analytics can add value in two ways (only) Read More »
Tom Peters gave an excellent advise when he in 1982 said ‘Formula for success: under promise and over deliver’. This goes very much hand-in-hand with the truism in service management (and is HR not one big service organization?) that excellent service = customer perception – customer expectations. The more you raise the expectations the harder
Workforce analytics is in danger of over-selling itself Read More »
Big data is a big thing. It promises to revolutionize the way we do business. It also promises to change the face of HR. Big Data will firmly put HR at the table . Or that is the promise at least. But as with anything, it is easy to promise and quite harder to deliver.
To succeed with Big Data in HR – start small! Read More »
In my last post I argued that great workforce/HR analytics share four common traits; they are predictive made on reliable data combined with qualitative data (and perhaps some intuition) used an evidence based approach. But there is one thing missing and probably the most important thing; It must be based upon a strategic approach. I
How to tell the difference between good and great HR Analytics – part II Read More »
Question: What is the difference between good and bad analytics? The answer is probably best illustrated like this; This is bad analytics: You have received the latest performance management data from all five divisions. You know from experience that the data is questionable – in two of the divisions many of the inputs are the
How to tell the difference between good and great HR analytics – part 1 Read More »
Data is very ambiguous. It often doesn’t give you a clear answer to the question; “What should I do?”, which is really the question you hope that Big HR Data will help you answer. To get to that point, you must take your data and convert it into knowledge. The question is; what will you
This is what you will see in your Big Data Read More »
HR data and HR analytics is becoming increasingly popular – and with good reason. Good data and clever use of the data can make HR better. Data mining, charts and data reports are used to guide innovation and process optimization. All good things. There is an argument among some people in HR that “you cannot
What HR data can’t tell you Read More »
In my previous post I argued that the quality of Master Data is the very foundation of quality HR analytics. I also argued, that HR must take proactive ownership of their organizations’ Master Data. In this post I will be a bit more nerdy (sorry) and explain what HR Master Data really is. If HR need
HR must take ownership of HR master data – part 2 Read More »
I have met many who question if HR analytics, HR data and HR reporting should be located in the HR department. People with this view generally have one of three arguments. The first group is some vendors. They say that whenever they try to sell their software/solution to a company, the HR department don’t really
HR must take ownership of HR master data – part 1 Read More »
You are an HR executive and you are sitting in your monthly strategy meeting with the top executives of your organization. You are about to present your monthly workforce data and updates on your KPI’s and strategic initiatives. This is the moment when the people who matters are really listening to you. You have the
When bad data happen to good HR people! Read More »
When I see people describe HR analytics as people who are “just collecting data”, I often wonder if they know how wrong they are. HR analytics have tremendous amount of power – perhaps more than it realizes. It’s real power lies not in obtaining data or facts and passing it on. Instead, the real power
HR analytics should combat illusory correlation with a bit of fun Read More »
