How to understand and control the employee life cycle and employee experience in the company
How to Gain insights into employee engagement, productivity and satisfaction?
How to draw valuable insights, conclusions and make informed decisions that provides you predictive results?

Creating a data-savvy HR process is what people analytics is all about. It’s high time for recruiters to switch from their traditional methods of decision making during the hiring process — no more selection of candidates for job role based on gut feeling, intuitions and relationships.

At People Analytics, the HR leaders take a holistic view and use big data in human resources. Not only stored personal data but also information from other business units and data from public sources are processed and analyzed. Such projects may also affect the controlling as well as the strategy and development of the company.

A broader perspective is all that it requires. The concept of people analytics is widely trending these days. However, there is also a perspective that HR leaders aren’t making the most of it.

The program immediately includes the situation in which the respective employee finds himself, with that of tens of millions of other talents who have once been in a similar situation. The analysis shows how most of them reacted.

The effect that such people analytics applications can have on human resources is obvious: Employees could not only be found faster, but also better bound by offering them jobs that fit their personal situation

Wikipedia defines the technical term people analytics as follows: “People analytics describes the analysis of data from human resources in connection with other company data. (…) Many decisions that affect employees and organization are made based on the personal experience of the respective decision-maker. In addition, people analytics should provide tangible information so that decisions that affect employees, collaboration and communication in the company can be made based on hypotheses and data. “

With the appropriate tools, for example, statements can be made about developments that lie in the future. The analyzes are based on a database that is larger than ever. This includes not only HR internal information that relates to your own company, but also key figures that are available on the WWW or in external databases. Keyword: big data. On the basis of a huge database, it is possible to establish connections to your own core business and to make future forecasts

Based on the current scenario, today, we have three significant HR categories professionals.

• Analytically savvy: Professionals, who are completely trained, have in-depth knowledge of analytic techniques and are comfortable with data analysis and interpretation.

• Analytically willing: Professionals who welcome and are ready to adapt, but lack knowledge of data analysis. They exhibit a willingness to learn.
• Analytically resistant: Group of people who are skeptical about this idea and prefer sticking on to the traditional methods followed.

Being the age of data, it is time for the HR domain to get revolutionized and look for new opportunities that these data can bring in.

To optimize this opportunity and leverage the quality of the decision-making process, HR leaders require strong data handling skills. However, consecutively HR executives face a few hurdles in adapting to this data-oriented system. A few of the common ones are listed below.

Being the age of data, it is time for the HR domain to get revolutionized and look for new opportunities that these data can bring in.

To optimize this opportunity and leverage the quality of the decision-making process, HR leaders require strong data handling skills. However, consecutively HR executives face a few hurdles in adapting to this data-oriented system. A few of the common ones are listed below.

1. Improper Understanding: A pile of work waits for beginners who want to adapt to the complete data-driven HR module. The first obstacle they face is of understanding of the data. It requires immense effort to fill the skill gap and cope up with the development.

2. Figuring out the data requirement: HR departments are flooded with information through various sources such as HRIS. However, not all data are useful in decision making. Organizations need to identify the valuable information from the whole lot available and allot resources and investment to gather it.

3. Correct information: Not all randomly gathered figures are called data. For exact results, we need appropriate data that is accurate, reliable and consistent.

4. HR, being a complex field, we need executives who handle not only data but also people. Here we need a combination of professionals who understand HR, business and data.

5. Investments made in sophisticated HR technological developments by organizations, without providing adequate knowledge to the executives on how to gather or analyze the data, do not solve any problems.

Closing note: The purpose of the people analytics and its systems and tools, is not to replace the people in charge of HR management, but to accompany them and help them in their decision-making process. It is necessary to understand their use of data and the benefits they bring. The business world has now accepted the well-known statement “Data is the new oil” which was coined in 2006 by Clive Humby, the British mathematician. Now the statement has further stepped up by new leaders as ‘Data isn’t the new oil –its the nuclear power weapon’!. Given the wealth of data available through People Analytics to businesses, it is necessary to adopt and roll-out, for right business strategies and sustenance.