Global

Details

  • Service: Advisory, Management Consulting
  • Type: White paper
  • Date: 2/19/2013

Long on information…short on insight 

Long on information
Most HR teams understand the potential value of HR analytics, but they continue to focus mostly on transactional data rather than predictive insights that align an organization’s people strategy with its business priorities. If HR seizes the opportunity to move its measurement and analytical capabilities up a level, it can transform itself from a fundamentally administrative and back office function into a strategic business partner.

Essentially, HR’s current approach to analytics remains anchored in the present and the past. It’s concerned with what’s gone before rather than providing executive-level leadership with tangible evidence about what’s going to happen in the future and why that will be important to the business.


“I believe that well thought-out predictive HR analytics could become as important to the CEO as the balance sheet and P&L statement,” says Robert Bolton, a KPMG Advisory partner and HR Transformation expert in the UK.


Now is the perfect time for HR to up its analytics game for a number of reasons:


  • The widespread adoption of HR management systems and cloud storage are making it easier to maintain HR data in one place and integrate it with other management information
  • Software to carry out complex statistical analysis is more affordable and available
  • HR systems are increasingly more integrated
  • There is a general buzz around big data and data analytics
  • The availability of social data is blurring the lines between HR and knowledge management

By creating a clear line of sight between HR activity and bottom-line profitability, HR analytics can provide a tangible link between an organization’s people strategy and bottom-line profitability.

 

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People are the real numbers