Big Data in Human Resources: A World of Haves And Have-Nots

Some Companies Understand People Performance In Their Organizations Well: Most Do Not

I’ve written several times about the Datafication of HR and BigData in Human Resources, explaining the tremendous business opportunity companies have to leverage their employee data to improve operational performance.

This week we introduced research conducted over the last two years and the results were astounding: while more than 60% of companies are now investing in BigData and analytics tools to help make their HR departments more data-driven, there is a huge chasm between the “haves” and the “have nots.”

The Chasm Between Analytics Leaders And Everyone Else

Using our research methodology (which reached around 480 large organizations), we found that only 4% of companies have achieved the capability to perform “predictive analytics” about their workforce. (Understanding the drivers of performance and retention, using statistics to decide who to hire, analyzing how pay correlates to performance, etc.)  In fact, in our research only 14% have done any significant “statistical analysis” of employee data at all.

What are the rest doing?  Dealing with reporting. These remaining 84% on the other side of the chasm are still dealing with data management and reporting challenges, trying to get out from under the burden of ad-hoc reports to deliver standard operational metrics.

Fig 1: Bersin by Deloitte Talent Analytics Maturity Model

Analytics Leaders Gain Tremendous Returns

The research also showed that these leading companies generate high returns for their hard work: their stock market returns are 30% higher than the S&P 500, they are twice as likely to be delivering high impact recruiting solutions, and their leadership pipelines are 2.5X healthier.

In addition, these HR teams are four times more likely to be respected by their business counterparts for their data-driven decision-making, giving them true potential to help change the business.

Talent Analytics Is Much More than Big Data Tools and Statistics

The research also shows that while tools are important, the leading companies have invested in other things:  sound data management which delivers quality data, business consulting capabilities to focus on the right problems, strong relationships with finance and operational analytics teams, and visual design and communications skills. These are all critical skills, in addition to statistics, data, and math.

In fact most HR teams tell us they can find statisticians fairly easily (I/O psychologists study statistics) but have a hard time finding project managers, people who can combine “data” and “business,” and people who can translate a “finding” into a program or solution that drives business change.

Functionally, high performing analytics teams have multi-disciplinary skills. These include business understanding, consulting skills, data visualization, data management, statistics, and executive presence. The analytics team not only has to diagnose and solve business problems, but often confront executives with surprising or new news.

One of the biggest challenges to BigData analytics in companies we’ve talked with is getting people to change their behavior once they have the data. Most managers have years of “belief systems” and “experience” that holds them back from using the data science we provide.

An Example: Paying People To Drive Performance

Source Article from
Big Data in Human Resources: A World of Haves And Have-Nots
human resources – Yahoo News Search Results
human resources – Yahoo News Search Results


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