17 Jul 2017

To diversify their candidate pool, companies such as Unilever are starting to ditch resumes and traditional campus recruiting, relying on algorithms to sort applicants and targeting young potential hires where they spend most of their time: their smartphones. Experiments like this are providing a glimpse of a tech-fuelled future of recruiting in which humans write job descriptions and make the final decisions, software and algorithms do the rest...

Check out this article on more radical hiring experiments

Up for some more people analytics?

 

Then you’re in for a treat in this week’s #ConnectWithContent: the attention to people analytics has increased over the last years and organisations have established people analytics teams and have put software in place to help HR process the data. We’ve selected three articles on this topic. Enjoy the read and feel free to leave a comment or share your vision on people analytics...

 

HR must make people analytics more user-friendly 

Managing HR-related data is critical to any organization’s success. Despite many decades of research and practical tool building, an exponential increase in available HR data, and consistent evidence that improved HR and talent management leads to stronger organizational performance, progress in HR and people analytics has been very slow. 

Push and pull 

 

This articles discusses how to “push” HR measures and analysis to audiences in a more impactful way, and which factors can lead others to “pull” that data for analysis throughout the organization.

On the “push” side, HR leaders can do a better job of presenting human capital metrics to the rest of the organization using the LAMP framework:

  • Logic
  • Analytics 
  • Measures
  • Process

On the pull side, HR and other organizational leaders could consider the necessary conditions for HR metrics and analytics information to get through to the pivotal audience of decision makers and influencers.

To put HR data, measures, and analytics to work more effectively requires a more “user-focused” perspective. HR needs to pay more attention to the product features that successfully push the analytics messages forward and to the pull factors that cause pivotal users to demand, understand, and use those analytics. 

Just as virtually every website, application, and online product is constantly tweaked in response to data about user attention and actions, HR metrics and analytics should be improved by applying analytics tools to the user experience itself. Otherwise, all the HR data in the world won’t help you attract and retain the right talent to move your business forward.

Read the whole article here

 

The geeks have arrived in HR

The old fashioned fuddy-duddy HR department is changing. The Geeks have arrived.

This is a quote from Josh Bersin, from an article dated February 2015 (!) in which he talks about mathematicians and data scientists starting to apply data science to the people side of their businesses.

The area of HR analytics, talent analytics, or as it is now called "people analytics" has been around for a long time. If you look back in time, companies tried to build "HR Analytics" systems (typically called HR data warehouses) to help companies look at simple metrics like "total headcount," "time to hire" and "retention rate" and clean up their messy, often inaccurate people data. Quite a few companies built these databases as a single system of record across the many HR platforms in place.

Today, we still spent far too much time trying to measure HR spending, and figure out which HR programs were adding value. Truth is that business people just don't care. What they want is information that helps them run the company better: "Get me the right people into the job, make them productive and happy, and get them to help us attract more customers and drive more revenue.

Over time, People Analytics doesn't belong within HR (?)

 

While people analytics may reside in HR to begin with, over time this team is responsible for analysis of sales productivity, turnover, retention, accidents, fraud, and even the people-issues that drive customer retention and customer satisfaction.

While most HR organizations are still struggling to clean up their data and build their teams, the momentum is coming on strong. And technical talent has now figured out that the old-fashioned backwater HR department may be one of the most exciting places to work.

Read the whole article here 

 

People analytics: big benefit or big brother? 

People analytics can be an important tool, but businesses that view them as a shortcut to resolving all their resourcing dilemmas are likely to be greatly disappointed.

Big benefit (?)

On the surface, people analytics seem like a positive thing. They introduce a range of capabilities which should help both employees and employers: 

1.   More transparent metrics for performance reviews

2.   Bringing proper recognition to employees who work hard

3.   Helping people who are struggling 

Big brother (?)

On the other hand, many employees find the notion of people analytics intrusive or ‘creepy’, and if used incorrectly it could bring out the worst in micromanagers

  • They encourage employees to follow predefined behaviours:
  • People and productivity are complex
  • Trust and responsibility
Putting the Personal in People Analytics

 

Like any technology, people analytics has received a fair amount of both hype and misunderstanding. Ultimately, as with any data analytics, this kind of tech can provide some useful information. Yet, only when combined with additional ways of learning about employees through personal interaction can people analytics reach its full potential.

Read the whole article here 

It is clear that in #TheFutureOfWork and in #TheFutureOfHR statisticians, mathematicians, and engineers have entered the people analytics space. 

 

It is also clear that we’re moving towards a new HR architecture in which Companies need to change their value proposition, build a new organizational architecture and develop a new HR stack:

Traditional HR has to be topped off with progressive HR with 4 building blocks:

  1. HR analytics (statistics)
  2. Behavioural economics (psychology and economics)
  3. Agile management
  4. Design thinking

And every building block has tools that can be used by HR: personas, scrum, user stories, social demographics, rapid prototyping, employee experience maps, touchpoint moments of truth, nudging, data mining,…

So where do we go from here?

How do you become a progressive HR workplace leader?

Join the second edition of our #HRbootcamp November 20, 21 and 22. For a taste of what's to come, reach out to me or check out hrbootcamp.eu

 

HRbuilders – established in 2008 with HQ in Belgium – is active in HR Interim Management/ HR Consultancy assignments across Europe. Our niche as a matchmaker is 1. HR (only) 2. temporary assignments (only) and 3. freelancers (only). No headhunting, no other HR services, we focus on what we are great at! We offer our clients peace of mind where-ever they might need temporary HR support. On average our assignments are 1 year or longer.

More about HRbuilders: www.hrbuilders.eu

 

 

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