The inside view: HR Analytics in the company

Human Resource Management

Managers and personnel specialists must constantly question whether their company is still in the best possible position with the status quo or whether it is necessary to introduce changes. However, this issue is often only approached half-heartedly. Many people are of the opinion that the company’s culture can hardly be controlled anyway. With a data-based approach and modern analytics tools, however, it is quite possible not only to record developments in the company, but also to influence them.

Modern tools are mandatory

The culture in the company is decisively influenced by the employees, so far, so well known. The extent of this influence and the interdependencies resulting from developments on the labor market must now be understood more than ever and responded to as quickly as possible. This is not only due to the frequently mentioned shortage of skilled workers, but also to the fact that technologies and skills are developing rapidly. A holistic view of the pool of employees and the existing skills is essential to cover the three essential phases of personnel planning.

Planning:

At the beginning there is the inventory. How is the company positioned? What skills do we need? Which ones can be learned, which ones have to be fetched from outside? What does the age structure look like? Only those who can answer these questions are in a position to understand how the workforce and the associated skills are composed and what needs arise from this in the foreseeable future. Those who understand these questions can make better use of the resulting opportunities. If, for example, a generation change in the company is imminent, managers can use this as an opportunity to push ahead with internal digitization and establish new processes and tools at the same time.

Recruiting:

In the past, applicants mainly focused on existing qualifications and skills. Today, more attention is also paid to whether there is a “cultural fit”, i.e. whether the candidate also fits in well with the company. What should also not be neglected is the question of whether the respective persons are in a position to create long-term added value for the company. In addition to the existing skills, it must also be examined in which direction he or she will or can develop further and how this development matches the future needs of the company. New hires must not only close an existing gap, but must also have a growth mindset.

Development:

The long-term development of our employees is of course not solely in their hands. HR managers must be able to understand the trends and requirements of their industry and train their employees so that there are no gaps in the company’s knowledge. Providing e-learning courses and generally establishing an “Always be Learning” culture is a key factor in future-oriented employee development.

Think in all directions

Depending on the sector, company size or region, the challenges of the three phases can be of varying significance. It is crucial to know which measures make sense in the context of the individual challenges and to think “out of the box”. If it is impossible to fill an important position with the desired candidates, it can help to fill the position with an existing employee who already covers part of the required knowledge and then fill the position. Through targeted further training, he or she is often quickly able to deliver the desired performance and at the same time a company creates attractive development opportunities for its own employees.

The basic prerequisite for such measures is a permanent focus on the existing skills of the employees. Only those who run HR Analytics on the basis of real-time data can identify challenges promptly, take measures and thus limit or even prevent losses in productivity.

HR Analytics also enables analyses on other topics. For example, it is possible to determine to which companies employees migrate and in which areas or at which locations the fluctuation is greatest. The human resources management can then draw conclusions about the benefits of the migration targets or identify problems in its own company promptly.

The diversity of your own workforce can also be visualized with the right solution. Since, according to studies, the most heterogeneous possible composition of teams promotes innovation, this is a decisive factor. Such examples show: If you want to actively shape your corporate culture, data analysis and systematic employee feedback provide an important basis for decision-making.

Published by Dave John

Decade of work experience in leadership consulting with strong focus on talent acquisition & assessment across different industries and geographies.

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