People analytics has become an indispensable tool for today’s modern human resource experts. As more organizations race to implement a successful analytics strategy, people professionals are working hard to avoid making errors in a process that has the capability to make ground breaking differences in the organizational makeup of a business.
Deloitte’s study into Global Human Capital Trends recommends that “HR should now make serious investments in leveraging data to make people decisions.”
“People analytics, a strategy that has been evolving over the last several years, has the potential to change the way HR will work. However, HR organizations appear to be slow in developing the capabilities to take advantage of analytics’ potential.”
Whether your organization has been using people analytics for years, or its strategy is just beginning, there are some common mistakes all departments should avoid.
Listed below are some of the most common and damaging mistakes that are made by HR experts when venturing into people analytics:
1. Not outlining your specific goals
What exactly are you intending to find out through your method of analytics?
Whether you are trying to assess your current level of employee engagement, or determine your highest performing players, failing to outline specific black-and-white goals can leave you sifting through mounds of (paper) information, with plenty of answers but absolutely no questions.
Before embarking on your analytic adventure define your biggest goals, assessing the current climate of your company and highlighting which areas could benefit the most from a new, data-dependent strategy.
2. Failing to identify behavioural trends and patterns
People analytics can be a powerful preventative tool when they are used efficiently, and can stamp out workforce behavioural trends before they are allowed to impact productivity and engagement. Failing to act upon such data will leave these issues to grow, and without HR intervention they will continue to affect the current workforce.
Listen to what your data is telling you and act upon problems when you first become aware of them, and never let one-off issues turn into reoccurring trends.
3. Not focusing on data that has the biggest influence in your business
Your people analytics process might bring up some interesting deficiencies in your company, but your focus should remain on what aspects have the biggest potential to cause problems overall.
This goes hand in hand with defining your goals, and is the capability to implement strategies that influence change as soon as possible when problems arise.
Rather than getting bogged down in data, assess your results and begin to develop new processes as soon as you become aware of errors.
4. Not using data accurately when it comes to reporting ROI
Your data will exude your successes in employee wellbeing initiatives, and in a time when economic pressures are forcing more businesses to cut down on talent programs, you can prevent drastic losses to your workforce’s compensations, benefits and training programs by using solid data evidence as justification to the board.
Not doing so can leave you dealing with an enhanced level of job dissatisfaction, leading to poor engagement all round.
Keep track of data before employee initiatives are implemented, and produce comparisons between past and present analytics to prove your team’s, and personal ROI and accomplishments!
About the Author: Nicole D. Le Maire is the proud CEO of The People Engine Ltd. with the brands New To HR, Human Resources Global and is an internationally recognised #GlobalHR revolutionary. After leaving the corporate workforce as an international HR Director (entrepreneurial streak) and having gained global experience whilst living/working in over 30+ countries with companies, Nicole set up her business to support you, your team and your business truly going global.