Marketers, IT and pretty much everyone in business seem to be using analytics today.
Except for human resources leaders, an IBM study found.
After speaking with more than 4,000 executives, IBM found only half of chief human resource officers (CHROs) use workforce analytics to help them do their jobs better. Even fewer use predictive analytics to optimize decision making in areas such as sourcing and recruiting.
IBM sees this as an opportunity for Chief Information Officers (CIOs) to help CHROs do things like implement HR software to improve retention, recruitment and more.
Eric Lesser, research director at IBM Institute for Business Value, told CMSWire CHROs should answer the following questions about hiring the right talent in the digital and customer experience age:
- What types of talent do you need to create a unique digital customer experience?
- Do you need more mobile enterprise developers? Data scientists?
- How do you manage employee experience and lifecycles in these new and different roles?
- What motivates and drives people in these roles?
“How do you start to understand the motivations of people in those roles and create an environment that allows them to be productive in those situations?” Lesser asked.
Analytics for the human resources department can help organizations understand the intersection between customer demand and the type of people needed to fill that demand.
Organizations have become good at using analytics to detect customer behavior and preference. So why haven't human resources leaders done the same?
“And how do you give managers access to those analytics?” asked Lesser, whose company offers human resource analytics tools. "It’s a very important trend: the application of workforce data to make better decisions about the workforce and how they’re able to serve customers more efficiently.”
Lesser said workforce analytics enable people to develop a “rich perspective” that helps them understand their most important asset. People.
“It’s moving beyond that gut feeling to taking a more structured viewpoint you would find from other departments like finance and supply chain,” Lesser said.
So someone left the organization. Are they leaving because it’s not a good fit culturally? Are they and other employees leaving after a certain number of months or years?
Well-deployed analytics can help translate numbers into trends and ultimately plans for action by human resource departments.
“We think this is going to be a major trend for organizations,” Lesser said, “and an area where the CIO and CHRO team together to build this capability.”
Title image by Manuel (Shutterstock).
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