5 Vragen over het belang van HR Analytics
What according to you, is the biggest misunderstanding about HR Analytics? I think the biggest misunderstanding about HR analytics is that people believe that it takes a lot of time and money, and/or they are too busy to do it. But the truth is that it doesn’t have to take a lot of time or a lot of money. In the end, it saves both by helping HR and line executives focus on what matters most, and spend less time and effort on human resource (human capital) initiatives that don’t really have an impact on results. So if you’re so busy that you don’t have time for it, that’s when you know that you really need it!
How do analytics, metrics and benchmarking relate to one another? Can they be viewed as three individual aspects, or are they intrinsically linked?
Both analytics and benchmarking are based on metrics, but the converse is not true. So metrics and analytics are intrinsically linked, as are metrics and benchmarking. But analytics and benchmarking are not linked—they are separate and distinct initiatives.
As HR, do you need to start employing these methods simultaneously, or can you start with any of these three?
You have to start with metrics. But beyond that, there is no necessary sequence; benchmarking can happen before or after analytics. Having said that, the reality is that most organizations begin with benchmarking and then move on to analytics (after they learn that they will never be able to benchmark their way to competitive advantage).
You have to start with metrics. But beyond that, there is no necessary sequence; benchmarking can happen before or after analytics. Having said that, the reality is that most organizations begin with benchmarking and then move on to analytics (after they learn that they will never be able to benchmark their way to competitive advantage).
Does it take months or years to get quality HR analytics up and running in an organisation?
It takes months, not years. However, developing powerful HR analytics tools and processes is a journey—not a destination. So smart organizations continue to evolve and improve their analytics processes over the course of years.
It takes months, not years. However, developing powerful HR analytics tools and processes is a journey—not a destination. So smart organizations continue to evolve and improve their analytics processes over the course of years.
Can you imagine a future for HR without analytics?
Yes, but it’s not a good one—either for HR professionals or the organizations that they serve. Right now organizations can get by without being too serious about analytics, because it is the exception—not the norm. But as more and more firms learn to use HR analytics as a source of competitive advantage, the consequences of being a laggard will become more evident. It won’t be a happy place to be.
Yes, but it’s not a good one—either for HR professionals or the organizations that they serve. Right now organizations can get by without being too serious about analytics, because it is the exception—not the norm. But as more and more firms learn to use HR analytics as a source of competitive advantage, the consequences of being a laggard will become more evident. It won’t be a happy place to be.
