Discounting the ones born with a golden spoon in their mouths, there is no success or the successful ones without a story behind it. Success that is seen in modern day greats and front runners is sort of the old “tip of the iceberg”. It is usually a result of a perfect harmony of solid philosophy & strategy, hard work and dedication of able men & women. A successful HR discipline within an organisation is not exempt from it either. Most of the leading global companies are using their data and analytics to contribute to its success in organising the people within effectively. But what are they exactly doing is what has interested most of the other global companies and the leaders alike.Where we stand determines where we will end up
Once John F. Kennedy famously concluded his speech saying, “Thus, if we do not soon begin to move forward again, we will inevitably be left behind”. It is an ever-present fact that the businesses need to deliver results to be able to reach common objectives. Achievement results from work realising ambition. Not only understanding, knowing and communicating business strategies can exalt an organisation; which remains the ultimate goal but it also helps to focus on the right issues and insights. As aligning operations to business strategies is found to aid in the success of HR analytics and in organising people, successful execution of HR analytics also in turn contribute to the better organisation of the people within and this common goal of maximising success.
As maps and compasses are often the tools used during treasure hunts, a formal strategy and an effective execution plan offers the organisation with the clear direction towards its potential future in regards to its people and the performance. Success is also evident at places where leaders and senior management support the use of HR analytics and data driven decision making in general. Last but not least, it always helps to know the budget to get organised. Dedicated specific budgets can assist the company to realistically invest in connect all the necessary dots for an aspired impact.
Like a Clockwork
Aren’t we all mesmerised by the way a clock works so seamlessly? It could be one of the most satisfying sight to most of us. Employees within any corporation are like the gears in a machine. Every one of them, including the management has a position and a role. When it is understood, and executed, it’s just like Clockwork! A pupil in guidance of the teacher and a kid in guidance of the father becomes not only confident in all that they do but it also gives them the motivation and the guidance they need. Senior managements similarly, within every organisation, must support the use of data driven decision making and data driven HR processes to drive results. External HR business partners and some internal in-house analytical capabilities can only add to the efficient use of HR analytics and its implied success.
This segment of the story in particular does not have a perfect ending however. The plot twist here is the lack of support from the IT departments and the CIOs within the company. Lack of proper data warehouse could be the culprit of this rift, even at some global organisations.
Clarity, not inanity
A lack of clarity could put the brakes on any journey to success. It is a gift to be able to see and it is wisdom to be able to see things through. In HR, there is no room for ambiguity and a very little room for error. Clear activities related to the execution of HR analytics must be promoted. Its documentation, accessibility and effective communication also holds the key to success. More often than not, leaders and senior management can be solely capable of turning the tides or controlling the strides of any organisation through their decision making. Recent survey and its results calls upon the leaders to make data driven decisions accessing data driven analytics. Clarity in roles and responsibilities, especially that of the key stake holders are perceived to be important in the successful execution of HR analytics.
As our mind can only store so much information, it becomes vital for any individual or the company to document all data, processes and findings well. One piece of missing information or misinformation could end up costing the company a fortune and may even cause irreparable damage. Keeping the potential issues in mind, clarity and not inanity must certainly become organisation’s key focus in moving forward.
Quality rather than quantity
Quality is a presence of value and in this case, also an absence of mistake. No one is oblivious to the fact that quality rather than quantity determines the success. Let’s take a moment to talk about quality of the data collected and recorded in HR then. It may take a few days to learn new things but sometimes a lifetime to unlearn unfeasible information and the habit created by it. Recording useful quality data and making it easily accessible can go a long way in dictating the successful use of HR analytics. Not surprisingly, this feast has proven to be rather difficult to attain for many practitioners and starters in particular while getting quality data is still looms over most organisations around the globe. The few successful ones have been using HR partnering companies, their IT departments, in house analytics team to firstly compile all of the useful information. Then, they employ paralleled efforts in making them accessible for all of the parties in need at will.
Fortunately, for the most front runners, the work does not stop there. Codes and ethics regarding data governance whilst collecting and accessing must be adhered to. As its better to be safe than sorry, going the length and ensuring “full compliance” seems to be the way to go in terms of data governance.
Like most HR practices, this is an ongoing process where a company can only try to enhance it from where it stood yesterday. For some, even finding useful data for HR analytics proves to be the challenge and for some it could be fine tuning their processes and/or assessing their practice and work towards improving it. HR analytics and its successful execution can lead to the companies aid to their performance and success. It goes without saying that perfecting this practice will create people who will be collectively writing the success story for the company. The best time to plant an oak tree was 30 years ago, the second-best time is NOW. Why wait?
More on this topic can be found in our HR Insights report on “Organising for HR Analytics Success”
