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Metrics in Analytics: the 3 new HR specialists

By using a data-driven approach that transforms the HR department, you as an HR professional can make a difference. Using metrics such as figures for sick days or departure rates only, will not generate much value without further analysis of the metrics. The analysis empowers the knowledge of your management team, and helps them make data-driven decisions. The data-driven approach also creates new types of HR specialists. Following, we will present 3 new roles and explore how these can provide value to your HR department. Is your HR department ready for the future?

The 3 new HR specialists:

Specialist 1: The Big Data HR-Manager
The HR specialist who investigates and analyses the data, is the Big Data HR specialist. What is the main task of this specialist? To derive relevant insights from the data available. What good is the data, if you cannot interpret it? If you, as an example, know that more people than average have left the company during a given year, you will want to analyse the underlying reasons for this. Based on the analysis conducted, the organisation can thereafter take further actions. However, this cannot be done without the specialist’s closest colleagues: the data miner, and the data hunter.

Specialist 2: The HR-Trendspotter
By working smart with data-driven HR, informative decisions can be made as well as predictions. Almost everywhere, smart new tools with high predictability are in use, and the HR department can include prediction-based algorithms. The HR specialist who knows about the future by using data for predictions is the HR-Trendspotter.

Specialist 3: The People Puzzler
Recruitment will become more analytical in the future. To get the right person in the right place, recruiters at the micro level will be very specific when approaching new colleagues in order to fit the company culture as well as the brand. The People Puzzlers therefore analyses which person that is best for the organization and the company brand. Does the new colleague not satisfy a certain group of staff? Then the People Puzzler’s job is to investigate what criterions successors had that made them successful within the organization, and understand what criterions that should be looked for in new employees. Do they have the right skills in order to develop within the organization, and do they fit the company culture?

The soft side of hard numbers
The last demand may seem like the odd one out. But it is not. Because despite the hard numbers that are being dealt with, the soft criterion remains, which ensures that people reach their potential. And this criterion is very important. Not everything can be quantified. For example, how can one quantify personal motives, interaction between colleagues and culture fit? The message here is not that the HR department should disregard their gut feeling. Rather, use it right, in combination with the data you have at your disposal.

Do you want to know more about HR trends and how HR will be agile? Download our e-book here.

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