HUMAN RESOURCE TREND
PEOPLE ANALYTICS TO ANALYTICS FOR THE PEOPLE
SUBJECT: HRM
FACULTY: DR. SHIPRA SHARMA
SUBMITTED BY:
JYOTI RAWAL
NISHTHA VERMA
ACKNOWLEDGEMENT
In preparation for our assignment, We had to take the help and
guidance of some respected persons, who deserve our deepest
gratitude. As the completion of this assignment gave us much
pleasure, We would like to show our gratitude, Dr Shipra Sharma,
Human Resource Management Faculty, of NIFT, Kangra, for giving
us a good guideline for assignment throughout numerous
consultations. We would also like to expand our gratitude to all
those who have directly and indirectly guided us in making this
assignment.
We also thank NIFT, Kangra for giving us such an opportunity to
explore more with constant learning. Our thanks and
appreciations also go to our classmates in developing the
assignment and people who have willingly helped us out with
their abilities.
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EARLIER
PEOPLE ANALYTICS
People analytics can be defined as the deeply data driven method to study all the
people and processes, functions, challenges, and opportunities at work to elevate these
businesses. It is often referred to as talent or HR analytics. Basically, gathering and
assessing people’s data which leads to better decisions.
Smarter, more strategic, and data-backed talent decisions are thus closer at hand, and
this is applicable throughout the employee lifecycle – from making better hiring
decisions and more effective performance management to better retention.
People analytics can make a significant contribution to an organization. The examples
are shown below.
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ADVANTAGES OF PEOPLE ANALYTICS DISADVANTAGES OF PEOPLE ANALYTICS
Hold the ability to revolutionize HR managers have to deal with
HR and improve the operations. loads of confidential data. Privacy
The selection process is no and security of this is a main
longer conventional and AI is concern.They should at all times
used to predict the hiring needs prevent unauthorized access to the
of the organization. Hirevue is a data.
software used by IBM to screen Data should be monitored
candidates and identify the best constantly for the prevention of
candidates. data thefts.This will add to the
Helps in employee retention and costs.
building a better relationship Many of the times these data
with the employees. systems and analytical tools are
Numerical data removes any highly sophisticated, and hence
kind of ambiguity issues. Makes require special expertise which
it more fair and removes any results in additional training or the
kind of biases the employee has. cost to hire.
The employer can come off as
controlling when their entire data is
being looked over. Hinder with the
privacy and productivity of the
workers.
If the analytics is badly managed it
can harm the business. If AI is
involved and it gets used to a
pattern or bias.
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'PEOPLE ANALYTICS' TO 'ANALYTICS FOR PEOPLE'
Earlier the employers used data to gain new insights on people topics and affect their
organization. Numerous organizations use People Analytics from an organizational
perspective. If the focus is primarily on efficiency and control, employees will doubt if
there are any benefits for them.
Just measuring the “mood” of employees, and other key people indicators (productivity,
tenure) does not necessarily bring benefits to employees. It might actually backfire:
employees feel that they are controlled, and their voice is not heard.
Questions were raised on how this is beneficial for the employees and what is the
added value of people analytics for the individual.
In recent years, there is a shift to more employee-centric organizations. Now employees
could also use and benefit from the insights and outcomes of People Analytics
practices.
PEOPLE CENTRIC ANALYTICS
People-centric analytics provides customized products and services, which meet the needs
of both the employee and the organization. From the perspective of the employee, this is
also known as the consumerization of HR. This term refers to employees’ expectations that
their technology experiences at work will be similar to their technology experiences as
consumers. People Analytics plays a crucial role in enabling this.
The more data about people you have access to, whether it comes from outside or inside
the company, the richer and more diverse data you can plug into your People Analytics
model. This will open the door to profiling possibilities on an individual level.
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EXAMPLES:
Training & Development:
Action proposed: as soon as a new suitable training becomes available, the
employee is notified on his/her smart phone.
Outcomes:
Employees grow and learn about the topics that appeal to them in the
way that suits them best.
People continue to develop their craftsmanship.
Using analytics, employees can create personal profiles based on their
preferred learning style and development ambitions.
Engagement:
Action proposed: managers regularly receive customized reports with tips
and recommendations to help their team members feel more engaged and
function more effectively.
Outcomes:
Positive energy at work with employees engagement.
Using analytics, factors that influence the level of engagement can be
mapped.
Employability:
Action proposed: as soon as an internal vacancy is available, the
employee(s) which needs and ambitions meet the position will be notified
about it by email.
Outcomes:
Employee aware of potential opportunities within the organization that
fits their ambition.
Organization can use their existing internal talent as much as possible to
fill in the critical positions.
Using analytics, ideal matches between employee profiles and internal
vacancies can be established.
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Next step in the evolution of HR, where business-driven HR goes hand in hand with people-
centric HR.
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REFERENCES
The Good, the Bad and the Ugly of HR Analytics by Hugo Byrne
www.kubicle.com
How to be great at people analytics
www.mckinsey.com/
The Importance of HR Analytics in an Organization
www.naukrirms.com
What Is People Analytics? Definition, Process, Trends, and Tools
www.hrtechnologist.com
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