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Big Data is ubiquitous and human resources can leverage it to create effective HR policies; however, first they need to learn how to use the data.
FREMONT, CA: Organizations use massive amounts of employee, customer, and transactional data, which are referred to as big data. In HR, organizations have people-related data such as skills, age, performance ratings, educational background, and more, which can be used to identify the organization’s current composition and performance. The evaluation process requires the analysis of internal metrics, social media data, external benchmarks, and government data. To solve business problems, the strategic use of people data is crucial. HR leaders can take several steps to build their analytics capability.
HRs must read books, attend conferences, take online courses, and network with experts to learn. They must understand different analytic approaches, such as descriptive analysis, which is an activity that includes volumes, cuts, or costs. Related analysis offers insights related to performance against requirements. Analytical analysis answers questions regarding the relationship between actions and outcomes. Finally, the predictive analysis identifies the statistical relationship between multiple activities and results to predict the future.
To leverage data analytics, HR leaders must collaborate with the IT business intelligence team. Discussing HR goals and soliciting guidance should be one of the activities. Similar to human resources, IT departments have their challenges and ensuring collaboration with the senior IT leaders leads to proper resource allocation and support. HR leaders must understand their role in the company’s current analytics ecosystem by learning about the tools, data architecture, and big data strategies.
As HR staff builds their analytics capability, they must have access to relevant data at their fingertips. The HR team is directly connected to the business and is a crucial enabler to circulate facts and fight false beliefs as assumptions. After laying the analytics foundation, the HRs should create a multi-year roadmap. As the HRs builds the foundation and increases their knowledge, they can make and achieve short-term goals, and the long-term goals will follow.
IT departments frequently change analytics tools, strategies, and partnerships with vendors, which can affect the HRs capability of analytics development. HR leaders must create a strong connection with the IT team. HRs must learn about Big Data and Data analytics to create an effective HR policy that creates a remarkable organizational culture.
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