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Does it Matter?

By Constance A. Mack-Andrews, Ed.D., Director of Talent and Workforce Analytics, Morehouse School of Medicine

Constance A. Mack-Andrews, Ed.D., Director of Talent and Workforce Analytics, Morehouse School of Medicine

In many organizations Human Resources has earned its rightful seat at the table around which key leaders and stakeholders of the organization sit and set the strategic direction of the organization. The value proposition for the inclusion of HR in strategy setting is multifaceted but centrally focused on the human capital components which ultimately execute the implementation of the goals and objectives of the organization.

"In many industries HR does not always sit with the advantage of the cutting-edge software or other resources to position itself with an ease in presentation of predictive analytics"

HR leaders critically examine their organization from a multi-layered people perspective creating a juxtaposition of people data against the operational spectrum of the organization. This analysis of people data affords leaders with statistical information relative to the current state of their organizations by projecting trends and or other environmental indicators which may drive change or validate the effectiveness of strategic initiatives. While the current state is important the value of this data, it is also important to the success of the organization from a future state perspective. The integration of people data across all organizational touchpoints of the business ultimately drives an advantage of a future state championed by strategy focused leadership.

In the talent management space assessing the effectiveness of recruitment against the achievement of outcomes, employee engagement, and succession planning are all critical efforts. Historically HR relied on descriptive analytics to articulate what happened or provide insight into the current state of human capital. Today’s evolution of predictive and prescriptive analytics presents the opportunity for HR to provide organizational leaders with insights that preempt their inquiries. Sure “time to fill” is still important so 30 days to fill certain jobs is excessive, but I would venture to say executive leaders really want to understand variables around the quality of the hires, career progression – the internal movement of employees within the organization can be a driver for the attraction of external talent. All of these variables work in a manner which fosters predictability of workforce needs when appropriately analyzed.

As executive leadership teams have embraced HR’s value proposition, it is becoming an increased imperative for HR professionals to lean forward with respect to developing a curiosity in understanding and relishing the value in the question of “does it matter”? This simple inquiry balanced with how data may matter to the targeted audience is how transformation begins. In many industries HR does not always sit with the advantage of the cutting-edge software or other resources to position itself with an ease in presentation of predictive analytics. Having key chunks of data captured in various systems, and an absence of a mechanism for linking the relevant data elements can be simply overwhelming. Building data files from various systems in hopes of generating data visualization products – while not impossible, is time consuming and to say the least challenging. In the end the creation of data products which ultimately advance the organization’s ability to make informed decisions is rewarding.

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