Seeing the whole picture in Workforce Analytics
As with most business functions, there has been a progressive march towards specialization. Per economic theory, specialization refers individuals or organizations focusing a limited range of products and tasks that they perform best; which necessitates that some employees stop performing some tasks in favour for the ones they are more productive and/or talented at. According to Adam Smith, this would result in greater total output, innovation, and productivity.
#hr # is no different. HR in most large organizations have specializations as well, #talentaquisition, #compensationandbenefits, #organizationaldevelopment, #learninganddevelopment, #hris , #talentmanagement just to name a few. In this age of data and workforce analytics, HR specialization sometimes works against organizations.
While HR Data doesn't care who uses it, but the respective HR functions do. In many cases and for various reasons, each HR function is unable to see data from other functions. Each HR functions' insights to the workforce is thus limited to their areas of responsibility. As a result, few people in HR actually see the whole picture thus limiting HRs ability to effectively identify and address potential HR issues in the organizations. It is much like the parable of the four Blind men and the Elephant.
At FYT Consulting we leverage the Human Capital Framework as a means to provide a consistent vocabulary across HR and the organization, as well as means to structure HR data across all HR functions organized along the employee life cycle.
For example, long time to fill might appear to be a talent acquisition issue; but the framework might prompt HR to consider causal factors elsewhere along the employee life cycle; such as employee turnover (an internal factor) or employer branding (an external factor) perhaps.
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The framework really shines when powered by HR data. Human Capital is not static in any organization; it flows in, out and up over time. In the realm of workforce analytics it important to look ahead and address the people issues that crop in the near future; as opposed to addressing issues in the past that may have either worked itself out or is too late to addresss anyway. In the words of the great hockey player Wayne Gretzky: "...skate to where the puck is going to be, not where it has been." In one simple data visuailzation using the most rudimentary of HR data fields, organizations can see
A framework is simply a means to organize your thoughts, data or to frame your problem to make it easier to understand. FYT Consulting has used this framework to help many organizations ask better people questions and seek informed answers in their HR Data to greate effect. If you are interested to find out more about our client use cases or learn how to build the data visualization, please don't hesitate to contact us.
Michael Lee FYT Jeremy Poon Civil Service College SCAL Academy Institute for Human Resource Professionals (IHRP) Alfred Koh Zhengyi Tan Marilyn C. Adrian Phang, MBA, ACC, ACLP Human Capital Leadership Institute (HCLI) Ye-Her WU BCA Academy CCISG Enterprise
A General Management Professional, with EMBA from Hull University Business School / Gallup Strengths Coaching trained / Korn Ferry Academy certified in HR / CILT Singapore
1 年Analyses of data across functional teams are undoubtedly critical, HR team included. Having HR at BP level implies HR lead needs to assist Head of the Organisation & other Functional Team Heads to see Workforce Analytics as an important tool in the organisation's overall talent management & attainments of more higher overall business results in each team & cross teams, besides being just a tool solely for HR team intra management of fulfilling manpower establishments & its admin role. "A framework is simply a means to organize your thoughts, data or to frame your problem to make it easier to understand." The derivations of any framework could also lead to implementations of solutions for individual functional team or across teams via collaborative work, as a consequence of both HRBP efforts and the effective coordinating role of General Management Lead(s), who has the bird's eye view to especially ensure successes of cross team work contributing to overall organisational business results, by using workforce analytics at higher management level apart from merely HR level. From this angle, one can see how workforce analytics is being elevated to a noticeably higher level in producing better business results for any organisation .
Senior Consultant at FYT Consulting
1 年Absolutely! Using data in Interactive HR dashboards can also offer: Clean and accurate HR data set; One source of HR truth and the ability to ask better questions. It's beyond reporting!