With the availability of complex algorithms, artificial intelligence and machine learning, our predictive powers are rapidly growing and becoming increasingly precise.
By Jouko van Aggelen, Head of People Analytics
Today we’ve got data on almost everything and the amount is growing with exponential speed. There is no disputing that we are well and truly into the 4th industrial revolution; an exciting digital era.
In 2016, HR began to embrace the promise of People Analytics. This shift has been driven by the pressure on HR to use employee data to create powerful insights and add value to the business. However, at the start of 2017, those in the field have still got a lot of questions. These include; How does People Analytics work? Where should we start? What will the impact be? Will this approach turn people into numbers? What value can it add? And, is it as complex as it sounds?
Imagine the insights you could draw from the data you already have. For example, you could:
A key concern for those starting out is that People Analytics might be seen as turning people into statistics. But this doesn’t need to be the case. To quote Alan Murray, Editor of Fortune Magazine, 'We don't need to make people better machines, we need to make people better people’. I strongly believe that when People Analytics is applied in the right way, it provides the facts and insights we need to make this happen.
If we think back on the history of predicting human behaviour in a working environment, there was a time when we relied heavily on theories. Theories about what made people effective in their roles, what made them a high potential (or not), and so on. These theories are often derived from psychological or sociological insights regarding people’s key drivers and motivators. The insights are backed up by the opinions of experts; not only academics, but also managers, HR professionals and customers.
In today’s world, we can apply data to add another layer to the equation. This doesn’t replace the theory and the expertise, but it adds deeper insight and more power to the prediction. It adds evidence that can support existing ideas, but at moments can and will also challenge and alter them.
People Analytics is often seen as something complex; focussed on making convoluted predictions regarding what might happen in the future. In my experience, it doesn’t have to be complex and even taking small steps will add huge value. What’s essential is to use the available data in a smart way and to educate ourselves and our organisations about taking a more fact-based approach to tackling people challenges.
The bottom line is: Using data forces us to be more open minded, to look outside of our gut-feeling and beyond our current knowledge and experience. When we achieve this, we can really begin to maximise the potential of individuals as well as the organisations they work for.
To find out more about People Analytics at Cubiks email firstname.lastname@example.org or fill in the contact form below.
Jouko heads up the People Analytics department at Cubiks. He’s a Cubiks partner, who before taking over the analytics team was Director of Cubiks in the Netherlands. As a data enthusiast, Jouko is passionate about connecting people and data to create actionable insights on the trends, opportunities and challenges that matter to HR. He believes that people analytics is about much more than algorithms, and he’s passionate about helping HR understand the unique talent stories data analytics can tell.