People analytics has come a long way. While the early generation analytics involved sifting through MIS, decision support, dashboards, and root cause analysis; the focus shifted to forecasting based on statistical models, big data and predictive analytics in the next generation of analytics technologies. The upcoming disruption will be focused on cognitive and contextual analysis. Contexts are not only complex they are also a rich source of information, thereby having a direct impact on the future of work and workforce.
The right element of ‘capability’ is required to harness the power of big data and derive insights out of it.
In a few years from now, the Gen Z workforce will add to the diversity of the working population, thereby adding another layer of needs, drivers, and motivations. And apart from working on multiple jobs in their careers, people are looking for a ‘portfolio of career’ like experience. All of these transformations will need to be accounted for in contextual analytics. In this article, we look at some organization-wide transformation that HR needs to make as highlighted by Unmesh Pawar, Global Managing Director of Talent acquisition, Accenture at TechHR 2016.
Map employee and candidate expectations
The war for talent is amplified and the trend is more conspicuous in the non-traditional segments, e.g. automotive companies. It has become imperative for the HR professionals to not just innovate but disrupt in order to attract and engage the best talent. This means trying new programs, new tools, platforms and out of the box thinking to create the most engaging experience for the users. Today, there are platforms and tools available that can replicate and advance the ‘human’ side of HR e.g. digital work hubs create experiences that lead to employee engagement by personalizing onboarding and training processes.
Assess cultural readiness
Most organizations would like to tread the shiny path of big data analytics however it takes enough readiness, time and culture shift to make that happen. Organizations need to clearly specify the need to embrace digital disruptions- the need should also align with organization’s overarching strategy. Top leaders should share the vision and ensure resource readiness (capital, people et al.) to drive the initiative organization-wide.
Nurture and groom capability
The right element of ‘capability’ is required to harness the power of big data and derive insights out of it. We cannot expect people who are just reporting to become big data experts overnight. Sincere efforts to nurture and groom capabilities is required to bring in the prowess of big data analytics.
The other big thing is to bring in different models and analytics and contextualize it as per the operating environment. By using the power of contextual analytics, organizations have been able to dive deeper into the behavior of their customers (both internal and external), situations, and trends. It has also helped business leaders make more informed and accurate decisions.
It is important to ascertain how different technologies talk to each other or rather how they don’t talk to each other. Ascertaining how organizations are accessing the data lakes and how data is managed or maintained going forward.
All these elements need to come together to be able to create a reliable, enjoyable and transparent experience and to also ensure rich content and relevancy for your people. The core intention would be to create a hyper-personalized experience which is customized for each talent. This is what is called as ‘making big small’; it is about connecting with your employees on a one on one basis and designing and customizing your HR practice in a manner that each employee feels that this is a path made only for him/ her.