Summary
Several years after HR analytics (people analytics) was introduced, this article asks whether organizations are actually carrying it out well. The author first sets out the positive expectations: evidence-based decision-making and competitive advantage. The article then turns to the reality. Terms and definitions are still used interchangeably, the adoption rate among companies is low, and cases that have demonstrated its effect are limited. A study that observed the analytics team of a multinational company reported that cynicism arose within the team as urgent demands from management and showing off came before analytical rigor. The author argues that uncritical expectations should be withdrawn and that a realistic plan is needed, one that examines how the analytics plan fits the organization’s culture, core values, and strategy.
Key points
- The discussion of HR analytics is moving from introduction and identity to use and verification of effects.
- HR analytics is not a solution that applies in the same way everywhere; the approach differs with the maturity of the organization and the problem to be solved.
- Putting short-term results and showing off first can reduce scientific rigor and leave analysis used only as a tool.
- A culture is needed in which practitioners can voice doubts, raise questions, and judge independently on the basis of data.
- The opportunities and challenges of data-based HR decision-making should be viewed with realistic eyes.
Citation
- 저자: 채충일
- 연월: 2022년 4월
- 제목: 성공적인 HR Analytics를 위한 가이드: 이상에서 현실로
- 매체: 월간HRD (특집: HR Analytics, 이제는 고민보다 실천할 때)
Citation
@online{2022,
author = {},
title = {성공적인 {HR} {Analytics를} {위한} {가이드:} {이상에서}
{현실로}},
date = {2022-04-01},
url = {https://chadchae.github.io/posts_white_paper/2022-04-01-hr-analytics-guide-ideal-to-reality/hr-analytics-guide-ideal-to-reality.html},
langid = {en}
}