Known for their technical and analytical skills, the people analytics function is often viewed as the "data scientists" of HR (which they are). They are often seen as the number crunchers, extracting insights from large amounts of data to inform the people and business strategy. And yes, that is an integral part of their role. However, being effective in people analytics is about more than just technical skills.
Read MoreAn ongoing struggle for people analytics is the translation of insights into impactful actions. As Piyush Mathur put it on the Digital HR Leaders Podcast: insight without action is just overhead. The imperative to demonstrate impact is becoming urgent, because people analytics teams have received significant investments in the past several years, often growing while the rest of HR stagnated or contracted. Making recommendations is not sufficient; impact is created through action.
Read MoreThe Insight222 People Analytics Trends research for 2022 found that people analytics as a discipline has grown in importance and that the accelerated growth of and investment in people analytics was not a “flash in the plan”. A question that people analytics leaders frequently ask is, “what size should my team be?” Insight222 introduced a new method for understanding the optimal people analytics team size. This is the ratio for people analytics, which compares the number of people in the people analytics team with the total employee headcount of the company.
Read MorePeople analytics is fast becoming one of the most important areas of Human Resources (HR). Yet, people analytics functions too often fall into the trap of primarily offering ‘white glove’ treatment to a handful of – often very senior – business executives. This makes it difficult to deliver tangible business value at scale. This research conducted by Jonathan Ferrar, Caroline Styr and Anastasia Ktena suggests a new Operating Model for people analytics, focused on delivering value at scale. This model is essential to Chief Human Resources Officers (CHROs) and business executives who want to use people data to deliver value to their businesses. The focus of this model is on creating business value – not just HR value – and scaling people analytics solutions across the enterprise.
Read MoreIn this three part series Richard Rosenow explores the operation of a People Analytics function. He examines the initial operating model that launched many People Analytics teams and deep dives into the service operating model that many teams operate under today. Finally he lays out a framework for the next phase of operation, the platform operating model. In this blog Richard examines the factors driving the change
Read MoreIn this three part series Richard Rosenow explores the operation of a People Analytics function. He examines the initial operating model that launched many People Analytics teams and deep dives into the service operating model that many teams operate under today. Finally he lays out a framework for the next phase of operation, the platform operating model. In this blog Richard examines the factors driving the change.
Read MoreIn this three part series Richard Rosenow explores the operation of a People Analytics function. He examines the initial operating model that launched many People Analytics teams and deep dives into the service operating model that many teams operate under today. Finally he lays out a framework for the next phase of operation, the platform operating model.
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