The greatest risk for today’s people analytics functions is not technology, a lack of available skills, or budget. It’s the risk of abusing the foundational element of people analytics: employee data. And that risk is growing exponentially, because of the new ways in which we collect and use employee data. Organisations need a governance process for their people data. In this blog, we explore what a governance process is for People Analytics, who should own the governance process and the idea of the people data governance council.

People AnalyticsDirk PetersenJuly 22, 2021People Analytics, Governance, Data PrivacyComment

The Best HR & People Analytics Articles of June 2021

As HR job postings continue to spike, there’s never been a more exciting time to be in the field. This month’s collection of the best resources in HR and People Analytics is filled to the brim, and contains news of the publication of a new book on people analytics. Contributors this month include: Leena Nair, Rob Cross, Nickle LaMoreaux, Tanuj Kapilashrami, Dave Ulrich, Naomi Verghese, Mark Mortensen, Amy Armitage, Hung Lee, Caroline Styr, Ian Bailie, Karen Johnson, Peter Romero, Serena H. Huang, Ph.D.

The Importance of Data Ethics and Privacy in People Analytics

The amount of data being collected by organisations about employees is incredible. And the volume of data available will continue to grow exponentially. As the importance of people analytics grows so does the need for strong governance. Data ethics and privacy is the most critical ingredient in people analytics. Those working in the field simply cannot afford to get it wrong. The risk to employee trust and to the reputation of the people analytics function is too high. In this blog I explore why People Analytics functions have to consider ethics and privacy and how organisations should be using employee data.

People AnalyticsDavid GreenJune 18, 2021People Analytics, HR Analytics, HR, UNLEASH, Ethics, GDPRComment

Using Advanced Analytics in HR

In research conducted by Insight222 in 2020 into a new People Analytics Operating Model, the role of ‘Data Scientist’ had the highest predicted growth, with 57% of companies surveyed predicting an increase in headcount. This suggests a shift to undertaking more advanced and sophisticated analytics. In this blog we explore the evolution of analytics and the case for using advanced analytics in HR.

People AnalyticsCaroline StyrJune 4, 2021People Analytics, Advanced Analytics, Python, RStudioComment

Why is Consulting a Must-Have Skill for People Analytics?

For People Analytics teams to be successful, they must focus on the needs of the business. The Insight222 Operating Model for People Analytics recommends a Demand Engine of consultants who work directly with business executives to provide a funnel of the most important business (not just HR) challenges and opportunities. In this article, we explore the Demand Engine and the consultant role in more detail, focusing on why the Consultant role is so important for People Analytics to deliver business value, what skills the People Analytics consultant should have and what the future holds for the Consultant role.

People AnalyticsNaomi VergheseMay 28, 2021People Analytics, Delivering Value at ScaleComment

Making People Analytics Available to All

Companies without a people analytics capability are at a competitive disadvantage. All organisations need data and insights to identify drivers of key outcomes like engagement, productivity, and retention of top talent, as these are often contrary to the untested assumptions and theories that all too often guide critical talent decisions in HR. The unfortunate reality is that advanced people analytics tech is currently price prohibitive for most companies – especially smaller organisations. In this expert interview David Green speaks to Craig Starbuck Vice President of People Analytics at Mastercard about his role in ensuring that people analytics is made available to all, through the creation of OrgAcuity.

Does Employee Experience Drive Business Impact?

Commitment to employee experience is growing. In a recent TI People study1, 90% of EX Leaders indicate increased organisational intent around understanding and improving people's experiences of work. As the invesement In EX grows so does the need for Executive stakeholders to see quantified impact against their specific business or functional objectives and proof that investments are yielding. This raises the question: does EX drive greater business impact? Research being conducted by Insight222 and TI-People aims to identify the activities and capabilities EX teams need to better demonstrate business impact.

People AnalyticsVolker JacobsMay 10, 2021Employee Experience, Business ValueComment

The Best HR & People Analytics Articles of April 2021

Presenting another bumper edition of the best HR and People Analytics resources of the month – Continuing the experimentation theme many of the articles focus on how HR and people analytics teams are using data to help shape strategies relating to return to workplace, hybrid work and new ways of working. Contributors this month include: Nickle LaMoreaux, Tanuj Kapilashrami, Isabel Naidoo, Dave Ulrich, John Boudreau, Claude Silver, Madhura Chakrabarti, PhD Lynda Gratton, Amy Edmondson, Stacia Sherman Garr, Lexy Martin (she/her) Dylan Mendelson, Andreas Kyprianou, Bruce Daisley, Sayantani Pyne, + many more.

What Does HR Need to do to Prepare for Hybrid Working?

We had the pleasure of speaking with Bhushan Sethi, joint global leader of PwC’s People & Organisation practice, to discuss insights from their recent Workforce and CHRO Pulse Surveys. The surveys have been running since the start of Covid-19 with the aim of understanding the business community’s sentiment and experience with different aspects of the pandemic. The results we discuss here are based on responses from 2000 US workers and nearly 100 CHROs.

People Analytics, Future of WorkCaroline Styr and Bhushan SethiApril 13, 2021Remote WorkingComment

How Working with HR Tech Start-Ups Drives Innovation at Unilever

In this article, we’re taking a look at “corporate venturing” – how large organisations engage with innovative start-ups. While typically these collaborations aim to innovate consumer-facing products and services, they can also be used to disrupt organisations internally as well. We look at a specific example of this from Unilever, a large organisation that developed their internal Talent Marketplace with HR tech start-up, Gloat.

People Analytics, Digital HRCaroline StyrMarch 29, 2021HR Technology, InnovationComment

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