People Analytics Reveals Three Things HR May Be Getting Wrong
More sophisticated analyses of big data are helping companies identify, recruit, and reward the best personnel. The results can run counter to common wisdom. Over the past decade, big data analytics has been revolutionizing the way many companies do business. Mapping HR data helps organizations identify current pain points and prioritize future analytics investments. Surprisingly, however, the data do not always point in the direction that more seasoned HR officers might expect, here are three examples.
- Choosing where to cast the recruiting net
The best and the brightest from the highest-regarded universities.
- Cutting through the hiring noise and bias
The democracy of numbers can also help organizations eliminate unconscious preferences and biases, which can surface even when those responsible have the best of intentions.
- Addressing attrition by improving management.
Too often, companies seek to win the talent war by throwing ever more money into the mix.
When well applied, people analytics is fairer, has greater impact, and is ultimately more time and cost-effective. It can move everyone up the knowledge curve—often times in counterintuitive ways.
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