Breault & Smith LLC的动态

People analytics is a data-driven approach to managing people at work. Effective people analytics is more of an organizational challenge than an analytics challenge, and this certification has equipped me with valuable insights into how I can leverage data to improve performance and decision-making. Key learnings include: - Persistence Over Chance: Just like in the #NFL draft, where skill persists and produces positive outcomes, we need to focus on fundamental skills that persist over time. ???? - The Wisdom of Crowds: Emphasizing the value of diverse perspectives and broader objectives, such as how individual actions affect team dynamics. ???? - #DataDriven Performance Measures: Using analytics to predict performance, reduce #hiring costs, and enhance #career development and internal mobility. ???? - Organizational Network Analysis (ONA): Leveraging network data from interactions and archival records to improve collaboration, performance, and employee satisfaction. ???? By integrating these principles, we can create more effective and inclusive workplaces. Excited to apply these insights to drive positive outcomes in my professional journey! Wharton Online ?? #PeopleAnalytics #ContinuousImprovement #workplaceexcellence #HumanResource #finance #BusinessAnalysis

I am thrilled to share that I’ve recently acquired a new certification in People Analytics from the University of Pennsylvania. This course has equipped me with valuable skills in performance evaluations, staffing, collaboration, and talent management, and I am optimistic about the positive impact these learnings can have on our work. However, enhancing my expertise in these key areas has been a rewarding journey. Key aspects and outcomes of the course: - The importance of accurately evaluating employees' performance and measuring outcomes - Understanding turnover and predicting attrition - Mapping collaboration and organizational networks - Analyzing promotability: when and how to promote employees, and when not to - Using better strategies to retain key employees - Employing more diagnostic methods for hiring processes - Identifying the most valuable employees - Comparing the productivity of different teams - Enhancing the resiliency of global teams and improving career paths - The basics of talent analytics and management #PeopleAnalytics #TalentManagement #PerformanceEvaluation #ProfessionalDevelopment #UniversityofPennsylvania

?? New Research Alert: Exploring the Risks of People Analytics ?? We've just published a compelling YouTube video diving deep into the world of people analytics and its impact on decision-making: ?? Key Findings: - Framework Development: Introducing a new framework to understand recent advancements and refine the field. - Systematic Analysis: Reviewing current literature, uncovering emerging themes, and identifying six critical challenges associated with people analytics. ?? Highlights: 1. Illusion of Objectivity: People analytics can create a false sense of control and simplify complex human factors. 2. Prediction Pitfalls: Reliance on predictions may lead to unfair decisions and reinforce biases. 3. Innovation Stifling: Historical data reliance can hinder adaptability and innovation. 4. Transparency Issues: Advanced algorithms may impair understanding and accountability. 5. Reduced Autonomy: Algorithmic control can limit employee independence and creativity. 6. Erosion of Human Judgment: Over-reliance on algorithms might undermine managerial skills and decision-making. Tune in to explore how these insights can reshape your approach to people analytics! ???? #PeopleAnalytics #HR Analytics #DataScience #HR #Management #Research #Innovation #Ethics #HumanResources #HumanCapital #HumanCapitalManagement #HumanCapitalAnalytics WATCH VIDEO HERE: https://lnkd.in/ej8ybjJv

Practitioners and researchers talk about the value of employee data for creating better insights in group dynamic, leadership styles, or job satisfaction. However, once they get started with analyzing all the available data … they often throw away lots of the truly valuable information hidden in the data. Kenn Meyfroodt and I argue that there is probably a lot – if not more – to learn from looking at variances WITHIN teams and groups, in terms of individual opinions, perceptions, and beliefs. In this article, we elaborate some guiding questions: 1) for practitioners to keep recommendations practically relevant and actionable. 2)?for researchers to increasingly use their multi-level group data for theory development and testing. Read it here: https://lnkd.in/d3JuFYtf OpenAccess article in Group and Org Mgmt Journal, with one of the most constructive and definitely most AMUSING review processes I have ever had so far. (Kenn: Ghent University, me: Public Management & Governance, WU (Vienna University of Economics and Business)) #GOM #GroupResearch #PeopleAnalytics #Data #Research #Agreement #Consensus

Here is a good piece from HBR on how to upskill colleagues to align with the future needs of any business... https://lnkd.in/d29SX7Mg

The future of work is here, and with it comes a growing need for systemic business analytics. But here’s the challenge: only?6% of people managers?are equipped to analyze and explain data, and?70% of people analytics teams?remain focused on tactical reporting rather than strategic planning, talent intelligence, or skills analytics. As L&D professionals, we are uniquely positioned to bridge this gap and drive organizational transformation. The infographic from Josh Bersin's?Definitive Guide to People Analytics?highlights some striking opportunities for L&D to step up: ???Data Literacy Matters: With only?12% of companies?offering data interpretation training, it’s clear that L&D can lead by designing programs that enhance data literacy for managers and employees. ???Driving Engagement and Retention: Organizations excelling at systemic analytics are?4× more likely to engage and retain employees—a goal at the heart of every L&D strategy. ???Aligning Skills with Business Needs: The underdevelopment of skills analytics presents a critical opportunity for L&D teams to align learning initiatives with systemic business goals. ???Adapting to Change: Systemic analytics can help organizations become?9× more adaptable to change. L&D can play a pivotal role in fostering resilience and innovation through forward-thinking learning programs. The shift from HR-centric metrics to integrated business analytics is here, and L&D has a strategic role to play. Let’s position ourselves not just as creators of learning content but as partners in driving data-informed decisions and business outcomes. If you're looking for a great Data Literacy resource I highly recommend Kevin Hanegan. #LearningAndDevelopment #PeopleAnalytics #TalentDevelopment #BusinessTransformation #dataliteracy

"The way in which the value of people analytics is scaled to the business through a data-driven HR strategy requires an effective partnership of ecosystem capabilities and relationships that, when combined, provide agility, efficiency, and scale for the organization." I enjoyed reading about the People Analytics Ecosystem in Insight222’s latest research. This model highlights how integrated capabilities, strategic partnerships, and a value-driven approach can transform people analytics into a core driver of business success. #PeopleAnalytics #HRStrategy #DataDriven #BusinessImpact #WorkforceInsights #HRTech #Leadership #Analytics #Ecosystem #Insight222

The Potency of Shortcuts in Decision-Making A growing body of research suggests that CEOs who use heuristics can make more effective decisions than those who take a more comprehensive approach. By Sebastian Kruse, David Bendig, and Malte Brettel. How do CEOs make good decisions? At a time when senior leaders have access to more data and sophis- ticated analytics tools than ever before, the central challenge of making good decisions about hiring, product devel- opment, and resource allocation is increas- ingly not a lack of information. Rather, it is knowing how much information is enough, and how to use it. Scholars of decision-making have long recommended that CEOs and managers gather and analyze comprehensive infor- mation before making choices. This advice is based on two assumptions: (1) More information leads to better understanding of the decision at hand and possible conse- quences, and (2) an emphasis on gathering information rather than relying primarily on one’s own knowledge may reduce harmful biases.

At the end of last year, I completed IMD's executive program on Business Analytics for Leaders. The program provided a refreshing take on the building blocks of Data & Analytics and AI, the strategic questions every organisation should be asking itself, and provided simple, impactful and (critically) future-proof frameworks for assessing digital maturity levels. It was also a reminder of just how critical it is for businesses to invest in employee trainings, especially in areas that are complex, technical and transformative, and the limitations of organisations over-relying on 'on the job training' as a way to develop their staff.

Analytics as a Part of Decision-Making Culture Each of us is essentially a manager in daily life. Some manage organizations, departments, community development, or determine the vector of their own professional growth. What unites us? The fact that we all have to make decisions. It’s a mistake to think that even a mono-subject decision has no impact. Our daily actions lay the foundation for many behavioral models and become role models. Therefore, the formation of a decision-making culture is an important component of organizational culture and an indicator of the level of responsibility—or more precisely, the readiness to take responsibility. All levels of decision-making matter—from simple organizational to governmental. Culture, unlike analytical tools and practical skills, is a resource that does not change quickly. Therefore, we conclude that it is worth paying attention to the culture of data handling, the professional training of analysts, and initiating public discussions on the challenges and prospects in this field. Analytics is undoubtedly one of the key factors that changes the game. And this concerns not only business competitiveness but also strategic decisions that will affect long-term development. On this topic, we recommend works by several authors: ?? The Harvard Business Review Manager's Handbook: The 10 Must-Read Articles on Making Smart Decisions ?? Thinking in Bets: Making Smarter Decisions When You Don’t Have All the Facts — Annie Duke ?? Decisive: How to Make Better Choices in Life and Work — Chip Heath, Dan Heath ?? Creating Great Choices: A Leader's Guide to Integrative Thinking — Jennifer Riel, Roger Martin ?? Creating a Data-Driven Organization — Carl Anderson #DecisionMaking #AnalyticsCulture #StrategicThinking #DataDriven #LeadershipDevelopment