{"id":627,"date":"2019-08-05T17:00:40","date_gmt":"2019-08-05T17:00:40","guid":{"rendered":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/?post_type=chapter&#038;p=627"},"modified":"2024-04-24T23:22:50","modified_gmt":"2024-04-24T23:22:50","slug":"implications-of-people-analytics","status":"publish","type":"chapter","link":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/chapter\/implications-of-people-analytics\/","title":{"raw":"Implications of People Analytics","rendered":"Implications of People Analytics"},"content":{"raw":"<div class=\"textbox learning-objectives\">\r\n<h3>Learning Outcomes<\/h3>\r\n<ul>\r\n \t<li>Discuss the implications of people analytics trends for HR professionals<\/li>\r\n<\/ul>\r\n<\/div>\r\n<img class=\"alignright wp-image-724\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/08\/06221608\/PeopleAnalytics-609x1024.png\" alt=\"There are three very similar illustrations of a person's silhouette next to a bar chart. The charts all have different values.\" width=\"300\" height=\"504\" \/>\r\n\r\nResearch by Deloitte, Bersin, LinkedIn, and others highlights the implications of people analytics trends for HR professionals. In particular, the data reflects a significant gap between the perceived importance of people analytics and associated analytical skills. In their 2018 Human Capital Trends report, Deloitte noted that 85% of participating companies consider people data \u201cimportant\u201d or \u201cvery important\u201d but only 42% indicated they were either \u201cready\u201d or \u201cvery ready.\u201d Similarly, Deloitte\u2019s 2017 Human Capital Trends report found that 71% of companies see people analytics as a high priority, but only 9% believe they have a good understanding of which talent dimension drives performance in their organizations.[footnote]Collins, Laurence, David R. Fineman, and Akio Tsuchida. \"<a href=\"https:\/\/www2.deloitte.com\/insights\/us\/en\/focus\/human-capital-trends\/2017\/people-analytics-in-hr.html\" target=\"_blank\" rel=\"noopener\">People Analytics: Recalculating the Route.<\/a>\" Deloitte Insights. February 28, 2017. Accessed August 06, 2019.[\/footnote]\r\n\r\nBersin\u2019s conversations with executives underscore these findings. He relates a conversation with a CHRO who stated: \u201cI\u2019m tired of hiring HR professionals that don\u2019t know the difference between a median and a mean. I\u2019m thinking of asking all my HR teams to take a course in statistics.\u201d[footnote]Ibid.[\/footnote] Related perspective point: \u201cresearch shows that one of the biggest factors that predicts success in People Analytics is not just the skills of the analytics team \u2013 it\u2019s the skill set of the HR business partners, analysts, and staff.\u201d Bersin notes that it is human resources management\u2019s responsibility to interpret people analytics for leaders\u2014\u201c[showing] him or her data which points out that their team has bias, poor work practices, weak skills, failing culture, or other problems that can be proven with data.\u201d\r\n<div class=\"textbox tryit\">\r\n<h3>Practice Question<\/h3>\r\nhttps:\/\/assess.lumenlearning.com\/practice\/2713e3b2-9fef-4288-8522-ac67816b1758\r\n\r\n<\/div>\r\nFrom a market perspective, LinkedIn reports that in the last five years (since March 2018), the number of HR professionals who list analytics skills and keywords on their profiles has tripled.[footnote]Chensoff, Grace, Catherine Coppinger, Pooja Chhabria, Candice Cheng, Alvin Kan, and Huiling Cheong. \"<a href=\"https:\/\/business.linkedin.com\/content\/dam\/me\/business\/en-us\/talent-solutions\/talent-intelligence\/workforce\/pdfs\/Final_v2_NAMER_Rise-of-Analytics-Report.pdf\" target=\"_blank\" rel=\"noopener\">The Rise of Analytics in HR<\/a>.\" LinkedIn. 2018. Accessed August 06, 2019.[\/footnote] On the demand side, workforce productivity research firm Institute for Corporate Productivity, Inc. (i4cp) states that approximately 50% of high-performance organizations plan to increase their people analytics budget in 2019.[footnote]Mattsson, Alexander. \"<a href=\"https:\/\/www.i4cp.com\/productivity-blog\/new-report-four-ways-to-advance-your-people-analytics\" target=\"_blank\" rel=\"noopener\">New Report: Four Ways to Advance Your People Analytics\u2014I4cp<\/a>.\" Institute for Corporate Productivity. May 30, 2018. Accessed August 06, 2019.[\/footnote] However, the firm notes that \u201cas people analytics functions mature, finding and\/or developing the right talent continues to be a barrier.\u201d","rendered":"<div class=\"textbox learning-objectives\">\n<h3>Learning Outcomes<\/h3>\n<ul>\n<li>Discuss the implications of people analytics trends for HR professionals<\/li>\n<\/ul>\n<\/div>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"alignright wp-image-724\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/08\/06221608\/PeopleAnalytics-609x1024.png\" alt=\"There are three very similar illustrations of a person's silhouette next to a bar chart. The charts all have different values.\" width=\"300\" height=\"504\" \/><\/p>\n<p>Research by Deloitte, Bersin, LinkedIn, and others highlights the implications of people analytics trends for HR professionals. In particular, the data reflects a significant gap between the perceived importance of people analytics and associated analytical skills. In their 2018 Human Capital Trends report, Deloitte noted that 85% of participating companies consider people data \u201cimportant\u201d or \u201cvery important\u201d but only 42% indicated they were either \u201cready\u201d or \u201cvery ready.\u201d Similarly, Deloitte\u2019s 2017 Human Capital Trends report found that 71% of companies see people analytics as a high priority, but only 9% believe they have a good understanding of which talent dimension drives performance in their organizations.<a class=\"footnote\" title=\"Collins, Laurence, David R. Fineman, and Akio Tsuchida. &quot;People Analytics: Recalculating the Route.&quot; Deloitte Insights. February 28, 2017. Accessed August 06, 2019.\" id=\"return-footnote-627-1\" href=\"#footnote-627-1\" aria-label=\"Footnote 1\"><sup class=\"footnote\">[1]<\/sup><\/a><\/p>\n<p>Bersin\u2019s conversations with executives underscore these findings. He relates a conversation with a CHRO who stated: \u201cI\u2019m tired of hiring HR professionals that don\u2019t know the difference between a median and a mean. I\u2019m thinking of asking all my HR teams to take a course in statistics.\u201d<a class=\"footnote\" title=\"Ibid.\" id=\"return-footnote-627-2\" href=\"#footnote-627-2\" aria-label=\"Footnote 2\"><sup class=\"footnote\">[2]<\/sup><\/a> Related perspective point: \u201cresearch shows that one of the biggest factors that predicts success in People Analytics is not just the skills of the analytics team \u2013 it\u2019s the skill set of the HR business partners, analysts, and staff.\u201d Bersin notes that it is human resources management\u2019s responsibility to interpret people analytics for leaders\u2014\u201c[showing] him or her data which points out that their team has bias, poor work practices, weak skills, failing culture, or other problems that can be proven with data.\u201d<\/p>\n<div class=\"textbox tryit\">\n<h3>Practice Question<\/h3>\n<p>\t<iframe id=\"assessment_practice_2713e3b2-9fef-4288-8522-ac67816b1758\" class=\"resizable\" src=\"https:\/\/assess.lumenlearning.com\/practice\/2713e3b2-9fef-4288-8522-ac67816b1758?iframe_resize_id=assessment_practice_id_2713e3b2-9fef-4288-8522-ac67816b1758\" frameborder=\"0\" style=\"border:none;width:100%;height:100%;min-height:300px;\"><br \/>\n\t<\/iframe><\/p>\n<\/div>\n<p>From a market perspective, LinkedIn reports that in the last five years (since March 2018), the number of HR professionals who list analytics skills and keywords on their profiles has tripled.<a class=\"footnote\" title=\"Chensoff, Grace, Catherine Coppinger, Pooja Chhabria, Candice Cheng, Alvin Kan, and Huiling Cheong. &quot;The Rise of Analytics in HR.&quot; LinkedIn. 2018. Accessed August 06, 2019.\" id=\"return-footnote-627-3\" href=\"#footnote-627-3\" aria-label=\"Footnote 3\"><sup class=\"footnote\">[3]<\/sup><\/a> On the demand side, workforce productivity research firm Institute for Corporate Productivity, Inc. (i4cp) states that approximately 50% of high-performance organizations plan to increase their people analytics budget in 2019.<a class=\"footnote\" title=\"Mattsson, Alexander. &quot;New Report: Four Ways to Advance Your People Analytics\u2014I4cp.&quot; Institute for Corporate Productivity. May 30, 2018. Accessed August 06, 2019.\" id=\"return-footnote-627-4\" href=\"#footnote-627-4\" aria-label=\"Footnote 4\"><sup class=\"footnote\">[4]<\/sup><\/a> However, the firm notes that \u201cas people analytics functions mature, finding and\/or developing the right talent continues to be a barrier.\u201d<\/p>\n\n\t\t\t <section class=\"citations-section\" role=\"contentinfo\">\n\t\t\t <h3>Candela Citations<\/h3>\n\t\t\t\t\t <div>\n\t\t\t\t\t\t <div id=\"citation-list-627\">\n\t\t\t\t\t\t\t <div class=\"licensing\"><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Original<\/div><ul class=\"citation-list\"><li>Implications of People Analytics. <strong>Authored by<\/strong>: Nina Burokas. <strong>Provided by<\/strong>: Lumen Learning. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by\/4.0\/\">CC BY: Attribution<\/a><\/em><\/li><li>Image: People Analytics. <strong>Provided by<\/strong>: Lumen Learning. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by\/4.0\/\">CC BY: Attribution<\/a><\/em><\/li><\/ul><\/div>\n\t\t\t\t\t\t <\/div>\n\t\t\t\t\t <\/div>\n\t\t\t <\/section><hr class=\"before-footnotes clear\" \/><div class=\"footnotes\"><ol><li id=\"footnote-627-1\">Collins, Laurence, David R. Fineman, and Akio Tsuchida. \"<a href=\"https:\/\/www2.deloitte.com\/insights\/us\/en\/focus\/human-capital-trends\/2017\/people-analytics-in-hr.html\" target=\"_blank\" rel=\"noopener\">People Analytics: Recalculating the Route.<\/a>\" Deloitte Insights. February 28, 2017. Accessed August 06, 2019. <a href=\"#return-footnote-627-1\" class=\"return-footnote\" aria-label=\"Return to footnote 1\">&crarr;<\/a><\/li><li id=\"footnote-627-2\">Ibid. <a href=\"#return-footnote-627-2\" class=\"return-footnote\" aria-label=\"Return to footnote 2\">&crarr;<\/a><\/li><li id=\"footnote-627-3\">Chensoff, Grace, Catherine Coppinger, Pooja Chhabria, Candice Cheng, Alvin Kan, and Huiling Cheong. \"<a href=\"https:\/\/business.linkedin.com\/content\/dam\/me\/business\/en-us\/talent-solutions\/talent-intelligence\/workforce\/pdfs\/Final_v2_NAMER_Rise-of-Analytics-Report.pdf\" target=\"_blank\" rel=\"noopener\">The Rise of Analytics in HR<\/a>.\" LinkedIn. 2018. Accessed August 06, 2019. <a href=\"#return-footnote-627-3\" class=\"return-footnote\" aria-label=\"Return to footnote 3\">&crarr;<\/a><\/li><li id=\"footnote-627-4\">Mattsson, Alexander. \"<a href=\"https:\/\/www.i4cp.com\/productivity-blog\/new-report-four-ways-to-advance-your-people-analytics\" target=\"_blank\" rel=\"noopener\">New Report: Four Ways to Advance Your People Analytics\u2014I4cp<\/a>.\" Institute for Corporate Productivity. May 30, 2018. Accessed August 06, 2019. <a href=\"#return-footnote-627-4\" class=\"return-footnote\" aria-label=\"Return to footnote 4\">&crarr;<\/a><\/li><\/ol><\/div>","protected":false},"author":17,"menu_order":5,"template":"","meta":{"_candela_citation":"[{\"type\":\"original\",\"description\":\"Implications of People Analytics\",\"author\":\"Nina Burokas\",\"organization\":\"Lumen Learning\",\"url\":\"\",\"project\":\"\",\"license\":\"cc-by\",\"license_terms\":\"\"},{\"type\":\"original\",\"description\":\"Image: People Analytics\",\"author\":\"\",\"organization\":\"Lumen Learning\",\"url\":\"\",\"project\":\"\",\"license\":\"cc-by\",\"license_terms\":\"\"}]","CANDELA_OUTCOMES_GUID":"608d9fb1-fd2d-49a5-984e-25899810e213, fab35d82-e022-4fba-9659-57d374897caf","pb_show_title":"on","pb_short_title":"","pb_subtitle":"","pb_authors":[],"pb_section_license":""},"chapter-type":[],"contributor":[],"license":[],"class_list":["post-627","chapter","type-chapter","status-publish","hentry"],"part":621,"_links":{"self":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/627","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/users\/17"}],"version-history":[{"count":13,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/627\/revisions"}],"predecessor-version":[{"id":3305,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/627\/revisions\/3305"}],"part":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/parts\/621"}],"metadata":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/627\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/media?parent=627"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapter-type?post=627"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/contributor?post=627"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/license?post=627"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}