9 Critical Success Factors for Talent Analytics
IT and HR leaders who have deployed workforce analytics systems offer these tips for success
Lay the foundation. Aim for a single source of HR information, if possible.
Account for imperfections. ”We’ve got our foundational issues, for sure, but if you wait until it’s completely perfect, you won’t get anywhere,” says Michael Arena, GM’s director of global talent and organizational capability. IT can build reconciliation processes and automated audits to help HR with data issues.
Start small. Marc Franciosa, CIO of Praxair, began with an analytics pilot to map the company’s high-potential employees. “If we had tried to do one big-bang workforce analytics project, it would never have gone anywhere,” he says. “You have to get some traction in order to get credibility.”
Tap internal experts. Both Franciosa and Arena have taken advantage of statisticians and others from their corporate R&D groups to develop their talent analytics programs.
Share the load with HR. Take advantage of HR and IT’s complementary skills. IT can focus on vendor management, security and deployment, while HR might manage requirements gathering, process standardization and communication.
Bring in business know-how. David Crumley, VP of global HR information systems for Coca-Cola Enterprises, works with business leaders from functions such as supply chain, sales and finance to determine what data will drive talent analytics.
Hire external change-management help. Typically, HR leads change management in an organization. But avoid DIY change management in analytics efforts, warns Mark Endry, CIO of Arcadis U.S., who recently spent six months as interim SVP of HR. Hire external help to guide HR through its big changes.
Take action. ”Everyone wants to have more data, but we have to ensure that folks know how to use it,” says Crumley, who had to do more hand-holding than he initially anticipated. “It’s not that anyone is pushing back, but you have to embed the use of the data into the [corporate] DNA.”
Democratize the systems. For people analytics to truly deliver, they need to be self-service tools that business managers and leaders can use. “Early on, we thought the customer [for these tools] was HR,” says Crumley. “But it’s the business leaders that control these decisions daily.”
via HR Departments Invaded By Data Scientists – CIO.com.
9 Critical Success Factors for Talent Analytics
