Introducing the S.T.A.R.T. Framework

There's often a disconnect between the Analytics, Technology, and Operations teams in HR.

While analytics teams might be developing a new predictive model for turnover, technology could be implementing a new HRIS system, and operations may be streamlining onboarding processes. Each area typically has its own strategy, goals, and metrics, often operating in silos. This fragmentation raises several questions:

• Who owns the implementation of a new tool that your analytics team will primarily use?
• When should stakeholders work with the Ops team for a Workday report instead of using a self-service dashboard built by the analytics team?
• Why are there different ticketing systems for TA ops and HR Ops?

One key reason for these silos is our historical reliance on maturity frameworks developed for each distinct function. Moreover, since most frameworks are linear (level 1, level 2, etc.), we often see vastly different outcomes across the three functions.

What if a framework considered these three critical functions holistically, acknowledging that they are part of a bigger puzzle and are all deeply interconnected?

Enter the S.T.A.R.T. framework. It's not your typical rigid framework. There are no levels, and it won't tell you which pillar is most important because the answer is it depends!

Before diving into the framework, let's talk briefly about what it is not. It's not an operating model. Some organizations have distinct teams for each of the three functions, while some have one person who does a little bit of everything, and most organizations fall between the two. The START framework is designed to meet you where you are, regardless of your operating model.

If you know anything about photography, you'll know there are three parts to taking a picture: ISO, shutter speed, and aperture; when you adjust one, it affects the other two, so everything has to work in tandem, and you have to balance the correct settings to achieve your desired outcome of a well composed image. That's how we should think about analytics, technology, and operations. Nothing happens in a vacuum. You might have a great solution in one function, but if it burdens the rest, it won't work.

Let's dive in.

The Five Pillars of the S.T.A.R.T.

Strategy

At its core, strategy is actually pretty simple—where are we now, where do we want to go, and how do we get there? Executing and doing the work? That's where it gets tricky. The strategy pillar is all about aligning with your overall HR and Business goals. You should be able to connect how your strategy is driving business outcomes. It's easier said than done, but it helps you focus and prioritize.

Technology

Technology is the backbone of your HR team - it's all the tools, operational processes, and systems that keep things running smoothly and efficiently. From basic HRIS to AI platforms to data warehouses, this pillar is about taking stock of what you've got, spotting the gaps, and planning for the future. The goal? Efficiency and Scalability. We all know how much organizations of all sizes rely too much on spreadsheets and manual processes. Don't be those organizations. Remove silos, automate as much as possible, and keep all of that sensitive employee data secure.

Analytics

If technology is the backbone that creates and stores your data, analytics is your catalyst. It's about looking at your raw data to uncover insights, patterns, and trends. This pillar covers the spectrum of analytical capabilities, from understanding the difference between reporting and analytics to predictive modeling and quantifying areas such as inclusion and manager effectiveness. The goal for this pillar is to make sure you're asking the right questions, choosing appropriate analytical techniques, and interpreting results in the context of business needs and any operational constraints. Remember, there are no levels here, so you should focus on what's most important to your business. One pet peeve of mine regarding analytics in HR is the misconception that you must have many employees to start the work. That's not true. Even if you have ten employees - you still have data on demographics, sentiment, performance, lunch preferences, etc.

Results

Finding an interesting new tool, insight, or process is not enough. What are you going to do with it? That's where Results come in. This pillar focuses on holistically demonstrating the impact and value of your analytics, technology, and operations in meaningful ways to your organization. Your organization. That's important here; it's so easy to look at LinkedIn, go to conferences, see what others are doing, and feel like you're behind. Remember that value and impact can look very different depending on many factors; the only organization you're competing with is your own.

Transformation

Speaking of progress - you know the work is never done, right? Transformation is about fostering a culture of continuous adaptation and innovation in HR. This pillar recognizes that integrating analytics, technology, and operations is an ongoing journey. You do not know when the next pandemic or technological change like AI will hit, but you'll be ready if you have a growth mindset and an agile approach.

Implementation Examples

At this point, you might be wondering - another framework that sounds good in theory, but not very practical. Think again. While these pillars might sound familiar individually, the power of START lies in its holistic, integrated approach. It's not about reinventing the wheel but rather about aligning and connecting these critical areas in a way that breaks down silos and drives cohesive HR strategies.

Let's explore how different organizations might use the START framework in practice.

Remember, there's no prescribed order or starting point, and organizations of any size can be at various stages of maturity across different pillars. These examples illustrate the framework's flexibility and adaptability to diverse HR challenges:

SMB (< 100 Employees)

A software startup with 30 employees begins its START journey focused on Results, driven by the need to demonstrate the value of its limited HR resources. This focus leads them to explore basic Analytics, manually tracking metrics like time-to-hire, turnover rates, and workforce composition using spreadsheets. As the value of these insights becomes clear, they invest in Technology, implementing a simple, low-cost HRIS system to automate data collection, reporting, and basic HR processes. This progression allows them to develop a more comprehensive Strategy for leveraging HR data to improve hiring processes, streamline onboarding operations, and optimize resource allocation in the competitive tech talent market. Over time, this data-driven approach has led to a Transformation in their HR operations, with even their small leadership team embracing data in their decision-making processes, from workforce planning to structuring HR service delivery for their growing team.

Small Enterprise (100-500 Employees)

A regional restaurant chain with 250 employees initiates its START approach through Technology, implementing a new HRIS to address pressing payroll and scheduling challenges. However, they need help fully utilizing the raw data in the system due to limited Analytics skills within the HR team. Recognizing this gap, they focus on developing their analytical capabilities, starting with basic operational reporting and gradually moving towards more complex data analysis of labor costs and scheduling efficiencies. Their Strategy evolves to use these newfound insights to tackle high turnover rates and optimize staffing levels across different shifts and locations. As they begin to show Results, such as a 15% reduction in turnover and labor costs in pilot locations, they experience a gradual Transformation in their management approach. Store managers increasingly rely on data for staffing decisions, shift planning, and identifying operational inefficiencies.

Medium Enterprise (500-2000 Employees)

An e-commerce company begins its START journey while rapidly scaling from 200 to 1200 employees. Their talent acquisition team excels in Analytics, but other HR functions must catch up, causing stakeholder confusion about where to go for reports versus self-service dashboards. HR leadership develops a cohesive Strategy, investing in Technology to integrate disparate data sources into a centralized data warehouse and implementing a centralized ticketing system. This approach streamlines stakeholder interactions and routing requests to the appropriate teams. The Results demonstrate connections between hiring practices and long-term employee success while reducing confusion. This Transformation breaks down silos, fostering a balanced approach to analytics, operations, and technology across HR functions.

Large Enterprise (2,000-20,000 Employees)

A national retail bank with 8000 employees struggles to align its HR functions during a digital transformation. Their Analytics team uncovers that despite significant investment in a new learning management system, employee's digital skills aren't improving as expected. This insight prompts a Strategy shift, focusing on personalized learning paths rather than one-size-fits-all training. The Technology team responds by integrating AI-driven recommendations into the learning platform, tailoring content to individual skill gaps. Early Results show a 30% increase in course completion rates and a 20% improvement in digital tool adoption. This success catalyzes a broader Transformation, with HR evolving from a support function to a strategic driver of the bank's digital initiatives.

Major Enterprise (20,000+ Employees)

A multinational tech company with 100,000 employees leverages the START framework to integrate its well-established people analytics function with broader digital transformation efforts. Their Strategy focuses on breaking down silos between different departments to drive more impactful outcomes. They enhance their Technology stack by implementing a new tool that integrates collaboration data into their existing analytics platforms, allowing for deeper insights into workforce productivity and engagement. The Analytics team expands its focus beyond traditional HR metrics to include collaboration patterns and cross-functional team effectiveness. This integrated approach yields impressive Results, including optimized team structures, improved innovation processes, and more targeted skill development programs. The company undergoes a Transformation as HR evolves from providing reactive reports to proactively shaping business strategy, using comprehensive workforce insights to inform critical decisions on global talent allocation and organizational design.

Summary

Phew, if you've made it this far - first, thank you, and second, I hope you see the clear value in the START framework as it offers a flexible, comprehensive approach to integrating analytics, technology, and operations in HR.

Recap of the key benefits include:

• Flexibility: Prioritize what's most important without rigid levels, adapting to your organization's unique needs and starting from any pillar
• Comprehensive: Addresses the interconnected nature of analytics, technology, and operations in HR, encouraging strategic alignment with broader business objectives
• Scalable and Result-Oriented: Applicable to organizations of all sizes, supporting iterative progress and focusing on demonstrating tangible results and business impact

In the end, the goal is to work smarter, not harder. It's about using data and technology to make better decisions about your people and processes. Progress over perfection.

So, where will you START?

#PeopleAnalytics #HRTech #HROperations #FutureOfWork

_________________________________

Thanks for reading.

If you enjoyed this, please consider following me.

Here are a few more ways I might be able to help:

• Follow my newsletter to learn of new content right away
• Hire me to consult with your HR team
• Book me as a keynote speaker
• Work with me for 1:1 career coaching