Four For Friday: The Wide-Ranging Impacts of Analytics in HR
Every Friday, The DDR shines a light on the best data-centric articles and resources from across the internet, social media, and industry.
Since the launch of the Data Driven Recruiter this past February, we have shared a vast amount of articles and posts about analytics and big data in HR. Almost every article explains the potential impacts that a data-driven culture can have for HR and talent acquisition. And that list of impacts is long and diverse. The wide-ranging impacts that analytics can have in HR are the focus of this week’s Four For Friday.
Talent, Tools, and Time: Why So Few Companies Act on Big Data (Recruiter.com)
According to a recent survey, 57% of HR professionals felt that using Big Data was better than going with gut instincts. Yet the same study found that only 16% of the same HR pros actually use big data in their hiring process. If HR leaders think big data can improve their team’s performance, why aren’t they using it? Matthew Kosinski explains that there are 3 obstacles to adopting big data principles in HR:
- Talent: Data Scientists Are Hard to Find
- Tools: Today’s Big Data Tools Still Need Time to Mature
- Time: Recruiters Have Reqs to Fill
Find out more about each obstacle in Matthew’s article.
The Only Metrics That Matter in Talent Acquisition (Tim Sackett)
Tim Sackett says he gets asked frequently which HR metrics he uses to measure the effectiveness of talent acquisition efforts. He explains that people want him to say “that measuring candidate experience is important. That hiring manager satisfaction is important. But I don’t believe any of that is important to great talent acquisition.” So then what does Tim think are the most important HR metrics? He says that recruiting is sales, and that HR leaders need to measure metrics that will help them with filling positions. “Once you get basic recruitment data in the pipeline, it’s amazing to see how all the other metrics just help you dial in and get better.”
Analytics skills set the “new breed” of HR professional apart (Personnel Today)
Anthony Carnell of Talent Gene says, “Analytics skills are becoming increasingly essential for those wishing to get ahead in HR.” He explains in order for directors or CEOs to give credibility to HR (as they do for finance, operations, procurement, sales and marketing), leaders in the space need to have analytics skills. Just like other business functions, HR must be able to use data to improve its processes and plan for the future. “It is all about HR learning to speak the language of the business,” says Anthony. “And it is well placed to do this. Perhaps more than any other department, HR works at multiple levels within the organization, dealing with a wide variety of topics and people.”
HR: Life After HR Analytics – HR As A Profit Centre! (Dave Millner)
“HR is rightly focusing on becoming more ‘data savvy’ and using their own data and the business data of the organization to make connections and predictions about what has and is happening in their organization,” says Dave Millner (@HRCurator), Executive Consulting Partner, IBM Workforce Science. Dave goes on to explain how HR needs to be able to demonstrate the business impacts of everything they do. These include:
- Showing a direct correlation between the improved business outcomes from an employee program.
- The linkage between a particular process or method and its impact upon productivity, revenue or profit.
- Pre- and post-measurement of employee performance/outputs prior to an employee program implementation.
- Demonstrating the business impact that a program can have on a ‘control’ group over another group within a business function.
Read Dave’s article to learn more about the impact analytics can have for HR and organizations as a whole.
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