“HR analytics are NOT about HR, but about the business”
Dictionary
HR Analytics
The underlying goal of analytics is to identify patterns that can inform strategic decisions.
HR Metrics
Help HR and the organization evaluate the efficiency, effectiveness and impact of their HR systems, programmes and processes. They help evaluate how well HR is performing.
HR Reporting
Captures basic facts about an organization and helps managers and leaders track and manage their teams and workforces.
.It quantifies the current state
People analytics is the process of discovering, interpreting and communicating meaningful patterns in workforce-related data to inform decision making and improve performance.
It is not only about data analysis but also about change management – generating meaningful insights to drive behavior change and increase organizational effectiveness
Old rules Vs. New rules
New Rules
People analytics is viewed as a business analytics team the works across the business to drive business results
Analytics focus on business problems such as sales productivity, workforce effectiveness, high-potention retention, fraud, accident patterns
The people analytics team operate as asenior level reports to CHRO, and serve business leaders across the company
The people analytics team is a multidisciplinary team, with a focus on business consulting and problem solving
Old rules
People analytics is viewed as an HR team focus on advanced analytics within HR
Analytics focus on HR topics such as retention, engagement, learning and recruiting matrices
The people analytics team lives in HR operation and report to HR technology
The people analytics team is a small set of technical experts with data management & statistival skills
6 reasons why People Analytics will be central to the future of HR:
4. New and emerging data sources will help companies improve competitive advantage.
5. People data needs to be put in the hands of the people in the business that need it.
6. There is some serious talent in the people analytics space.
1. People analytics is the centerpiece of a digital HR agenda.
2. Those that aren’t good at people analytics are not ready for AI in HR.
3. People analytics underpins organizational design and new work models.
1. People analytics is the centerpiece of a digital HR agenda.
2. Those that aren’t good at people analytics are not ready for AI in HR.
3. People analytics underpins organizational design and new work models.
4. New and emerging data sources will help companies improve competitive advantage.
5. People data needs to be put in the hands of the people in the business that need it.
6. There is some serious talent in the people analytics space.
“analytics is no longer a ‘good idea’ for HR, it is now mandatory.”
People Analytics 3.0
People Analytics 3.0
Some Challenges facing
HR Analysts
#1 Disparate systems producing multiple data sets.
#2 Accessing data sets outside HR.
#3 Implementation of the GDPR.
Some Challenges facing
HR Analysts
#1 Disparate systems producing multiple data sets.
#2 Accessing data sets outside HR.
#3 Implementation of the GDPR.
The Eight Step Model for Purposeful Analytics
?Why under take the project
Step 2
Build Hypotheses
Step 1
Frame Business Questions
?How should the project be carried out
Step 4
Conduct Analysis
Step 6
Determine Recommendations
Step 3
Gather Data
Step 5
Revel Insights
Step 3
Gather Data
Step 4
Conduct Analysis
Step 5
Revel Insights
Step 6
Determine Recommendations
?What will result from the project
Step 8
Implement & Evaluate
Step 7
Get Your Points Across
Key Conditions for Success Project
- Start with the business Strategy.
- Focus on generating actionable insights.
- Combine business, people and organizational data.
- Invest in building analytical and data-driven practice skills and a more data
driven culture and mindset. - There’s no point undertaking workforce analytics unless there is appetite in the business to do something with it.
business Strategy Start with the
actionable insights Focus on generating
business, people and organizational data Combine
Invest in building analytical and data-driven practice skills and a more data driven culture and mindset
There’s no point undertaking workforce analytics unless there is appetite in the business to do something with it to do something with it
Organizational Network Analysis (ONA)
Organizational Network Analysis (ONA)
Visualizing and analyzing formal and informal relationships in your organization
:Using ONA can help
Use talent more effectively
by minimizing role confusion and redundancy
Transform organizations in a smarter way
by identifying formal and informal leaders who can be counted on to facilitate change and help accelerate the realization of transformation benefits
Increase operational effectiveness
by building an organization that is structured to increase collaboration and exchange of information between the right people
Who are the "poeple"?
A Millennial job interview
Michal Taub Ovadia
מנהלת חטיבת פתרונות HR
בעלת תואר ראשון במנהל עסקים עם התמחות במשאבי אנוש ותואר שני במדיניות ציבורית.
עוסקת מעל 20 שנה בתחום מערכות המידע ומשאבי אנוש.
לפני תפקידה ביוניטסק כמנהלת חטיבת פתרונות HR, עבדה באוניברסיטת תל אביב, ביעל תכנה ואמדוקס.
מיכל מובילה את תחום משאבי אנוש בענן ב 4 שנים האחרונות, היא אחת מהראשונות שעוסקות בתחום זה בארץ ובעלת ידע וניסיון עצומים בתחום.
Michal Taub Ovadia
בעלת תואר ראשון במנהל עסקים עם התמחות במשאבי אנוש ותואר שני במדיניות ציבורית.
עוסקת מעל 20 שנה בתחום מערכות המידע ומשאבי אנוש.
לפני תפקידה ביוניטסק כמנהלת חטיבת פתרונות HR, עבדה באוניברסיטת תל אביב, ביעל תכנה ואמדוקס.
מיכל מובילה את תחום משאבי אנוש בענן ב 4 שנים האחרונות, היא אחת מהראשונות שעוסקות בתחום זה בארץ ובעלת ידע וניסיון עצומים בתחום.