Storytelling is nothing without a proper theory – here’s why

Storytelling is rightly hailed as a must-have competence in people analytics. In my own competency model, it is one of the six core competencies any analytics team must have. Other models do the same. Compelling arguments are being made about the value of good storytelling. In other words; master it or beat it. So don’tContinue reading “Storytelling is nothing without a proper theory – here’s why”

Six must-have competencies in a world-class analytics team

Succeeding with workforce analytics is difficult. It requires a mix of skills not found in one person only, and you should not assume, that you can do it on your own. We are all decent at most things but really only good in a few. You should therefore assemble a team, which has a multipleContinue reading “Six must-have competencies in a world-class analytics team”

Cost and value – the difference that makes a successful workforce analytics function

My second take-away from the workforce analytics case-studies and conferences I have heard, attended and experience over the last year is what I call the confusion of cost savings and value creation.  While the good news is that we are starting to deliver, my warning would be, that we should be careful not to deliverContinue reading “Cost and value – the difference that makes a successful workforce analytics function”

The state of Workforce Analytics is pretty good – and improving

Over the last year, I have with interest read and heard a lot of workforce analytics case-studies both at conferences, in network groups and in companies by practitioners. And I find myself hearing good news. I believe, we are as a profession starting to deliver on our promises and heading towards a brighter future. LetContinue reading “The state of Workforce Analytics is pretty good – and improving”

5 reasons why HR Analytics must sit in HR

In my last blog post I gave five reasons why HR Analytics should not be located in HR.  The five reasons I gave were: 1) It will lose its strategic potential, 2) HR does not have the capabilities – and will not be able to attract the right ones, 3) HR does not have ownership of allContinue reading “5 reasons why HR Analytics must sit in HR”

5 reasons HR Analytics should not be located in HR

If you were to build an HR analytics department where would you put it in your organization? The obvious answer may at first be to put it in HR. But at second glance this may not be the right place. Maybe even the wrong place. I believe there are five good reasons why HR AnalyticsContinue reading “5 reasons HR Analytics should not be located in HR”

Beware: HR Analytics leads to overconfidence

Overconfidence is a term used in psychology to describe a person bias for being right. The overconfidence effect is a well-established bias and describes a person’s subjective confidence in his or her judgments is reliably greater than the objective accuracy of those judgments, especially when confidence is relatively high. Daniel Kahneman writes in his epicContinue reading “Beware: HR Analytics leads to overconfidence”

How important is leadership for business success? Soccer may provide an answer. Workforce Analytics should do the rest

How important is leadership really for business success? It is obviously difficult to answer. Perhaps we could start by asking; how important are the top leaders for a company’s success? While more specific, this question is also difficult to give a brief and unambiguous answer to. However, we can begin to approach an answer byContinue reading “How important is leadership for business success? Soccer may provide an answer. Workforce Analytics should do the rest”

How you create a Superhero analytics team

Analytics is not easy. Or to be clear; getting the most business value from your data is not easy. There is so much to get right before you can unlock the hidden gems which are unquestionable lying deep inside your databases. Just consider the journey: First you must work on something which is highly importantContinue reading “How you create a Superhero analytics team”

In workforce analytics just pretend that correlation is the same as causality

If you read any article, book or blog post about workforce analytics, HR data or evidence based HR you will eventually read the following sentence “…but remember that correlation is not the same as causality”. And this is factually correct. Just because two items correlate does not mean that they are connected or that thereContinue reading “In workforce analytics just pretend that correlation is the same as causality”

Workforce Analytics can add value in two ways (only)

I think it is fair to say that Workforce Analytics, HR metrics and Big Data in HR is firmly on the map now. It is one of the key trends in global HR right now and everybody’s taking about it. And with some good reason. But before we become like a deer caught in theContinue reading “Workforce Analytics can add value in two ways (only)”

Is HR evidence based? Seriously, are you kidding me?

The hype surrounding Workforce analytics, metrics and Big Data in HR has really increased over the last 12 months. Every conference, article, blog and strategic initiative is filled with buzz words around data and fact-based HR. So much so that Workforce analytics now is in danger of overselling itself. To outsiders it may appear thatContinue reading “Is HR evidence based? Seriously, are you kidding me?”

To succeed with Big Data in HR – start small!

Big data is a big thing. It promises to revolutionize the way we do business. It also promises to change the face of HR. Big Data will firmly put HR at the table . Or that is the promise at least. But as with anything, it is easy to promise and quite harder to deliver.Continue reading “To succeed with Big Data in HR – start small!”

How to tell the difference between good and great HR Analytics – part II

In my last post I argued that great workforce/HR analytics share four common traits; they are predictive made on reliable data combined with qualitative data (and perhaps some intuition) used an evidence based approach. But there is one thing missing and probably the most important thing; It must be based upon a strategic approach. IContinue reading “How to tell the difference between good and great HR Analytics – part II”

The Top 5 Posts of 2012 from the ‘All About Human Capital’-Blog

It’s been a fantastic and fun year writing blog posts on this blog and in honor of the New Year, I’d like to share the most popular posts to my readers over the past year. Here are the top 10 posts in terms of views and re-tweets from this blog for 2012, enjoy: 5: TheContinue reading “The Top 5 Posts of 2012 from the ‘All About Human Capital’-Blog”

How to tell the difference between good and great HR analytics – part 1

Question: What is the difference between good and bad analytics? The answer is probably best illustrated like this; This is bad analytics: You have received the latest performance management data from all five divisions. You know from experience that the data is questionable – in two of the divisions many of the inputs are theContinue reading “How to tell the difference between good and great HR analytics – part 1”

This is what you will see in your Big Data

Data is very ambiguous. It often doesn’t give you a clear answer to the question; “What should I do?”, which is really the question you hope that Big HR Data will help you answer. To get to that point, you must take your data and convert it into knowledge. The question is; what will youContinue reading “This is what you will see in your Big Data”

What HR data can’t tell you

HR data and HR analytics is becoming increasingly popular – and with good reason.  Good data and clever use of the data can make HR better. Data mining, charts and data reports are used to guide innovation and process optimization.  All good things. There is an argument among some people in HR that “you cannotContinue reading “What HR data can’t tell you”

HR must take ownership of HR master data – part 2

In my previous post I argued that the quality of Master Data is the very foundation of quality HR analytics. I also argued, that HR must take proactive ownership of their organizations’ Master Data. In this post I will be a bit more nerdy (sorry) and explain what HR Master Data really is. If HR needContinue reading “HR must take ownership of HR master data – part 2”

HR must take ownership of HR master data – part 1

I have met many who question if HR analytics, HR data and HR reporting should be located in the HR department. People with this view generally have one of three arguments. The first group is some vendors. They say that whenever they try to sell their software/solution to a company, the HR department don’t reallyContinue reading “HR must take ownership of HR master data – part 1”

When bad data happen to good HR people!

You are an HR executive and you are sitting in your monthly strategy meeting with the top executives of your organization. You are about to present your monthly workforce data and updates on your KPI’s and strategic initiatives. This is the moment when the people who matters are really listening to you. You have theContinue reading “When bad data happen to good HR people!”

HR analytics should combat illusory correlation with a bit of fun

When I see people describe HR analytics as people who are “just collecting data”, I often wonder if they know how wrong they are. HR analytics have tremendous amount of power – perhaps more than it realizes. It’s real power lies not in obtaining data or facts and passing it on. Instead, the real powerContinue reading “HR analytics should combat illusory correlation with a bit of fun”

The challenge for HR analytics is not data – it is the mindset

I have written specifically about HR analytics in my last few posts because I am very intrigued about it. On one hand, I freely admit that I am a big believer that HR analytics can add a lot of value, not just to HR and to the quality of its decisions, but also to theContinue reading “The challenge for HR analytics is not data – it is the mindset”

HR analytics: Don’t think for a minute that data or information change behavior. Knowledge does.

HR analytics promise to give HR better data so they can make better decisions. And who would disagree? If you don’t know your levels of, say, talent turnover, how do you know if you have a problem, which of your current programs work and which don’t etc. In other words, with no or poor dataContinue reading “HR analytics: Don’t think for a minute that data or information change behavior. Knowledge does.”

Are you measuring performance or results? HR is often measuring the wrong one.

It is impossible these days to open a HR magazine, go to a HR conference or read a HR book without being overwhelmed by terms such as ROI on HR, HR analytics, KPI’s, measurement and Human Capital Management. These buzzwords which are trying to make HR ‘harder’ have really gained acceptance in the HR worldContinue reading “Are you measuring performance or results? HR is often measuring the wrong one.”

Cognitive dissonance and HR Analytics is a bad cocktail

HR Analytics (or workforce analytics) promise to give HR executives better data to make better decisions. The potential of analytics is however easy to evangelize and difficult to achieve. I find two psychically challenges with workforce analytics especially interesting; the problem with too much information and the problem with making wrong decisions even with theContinue reading “Cognitive dissonance and HR Analytics is a bad cocktail”

Wrong assumptions lead to bad decisions

Human Capital is the ‘hard’ side of Human Resources. It is about making strategic decisions, measuring the impact and basing decisions upon ‘objective’ and measureable data. One of the most important things for a Human Capital Manager is therefore to get quality data. Without that you cannot make good decisions. Daryl Morey writes on HBR’sContinue reading “Wrong assumptions lead to bad decisions”