Overview
I took part as a panelist in the book concert ‘인재경영, 데이터사이언스를 만나다’, held in 2018. Together with 김성준, who wrote the book, and manager 이중학, I answered questions about People Analytics in turn. The content below is organized from the answers I prepared for the event.
Key points
- Why talent management needs People Analytics: Analysis is the work of gathering evidence for better decisions. In addition to fairness, I emphasized ‘strategy’, because I saw that analysis of people had not been sufficiently connected to the strategic decisions of organizations.
- Difficulties researchers face: For researchers outside the organization, access to data is the hardest part. Social network analysis is a method that reveals relationships inside the organization, so data collection is especially constrained.
- When data are scarce: The analysis process also includes planning and collecting data. When the sample is small or statistical assumptions are hard to meet, nonparametric methods and resampling techniques such as the bootstrap can be used.
- Analytic competencies: I said that, among several competencies, modeling competency is important.
- Defining HR data: HR staff should first define what their organization’s HR data are and how far they extend, and then design how to collect and store those data.
Materials
This post is based on the document of expected questions and answers that the panelists wrote together before the event.