Practical Guide to HR Analytics: Using Data to Inform, Transform, and Empower HR Decisions - Softcover

Waters, Shonna D; Streets, Valerie; McFarlane, Lindsay

Softcover

ISBN 10: 1586445324 ISBN 13: 9781586445324

Verlag: SHRM - Kogan Page, 2018

Inhaltsangabe

The need for HR professionals to understand and apply data analytics is greater than ever. Today's successful HR professionals must ask insightful questions, understand key terms, and intelligently apply data, but may lack a clear understanding of the many forms, types, applications, interpretations, and capabilities of HR analytics. HR Analytics provides a practical approach to using data to solve real HR challenges in organizations and demystifies analytics with clear guidelines and recommendations for making the business case, starting an HR analytics function, avoiding common pitfalls, presenting data through visualization and storytelling, and much more.

Über diesen Titel

Über die Autorin bzw. den Autor

Shonna Waters, PhD is a regional Vice President of behavioral science at BetterUp. Prior to that she was the Vice President of research at the Society for Human Resource Management (SHRM). She has spent her professional career helping organizations use analytics to improve performance and the employee experience. She is currently a professor in Georgetown University's School of Continuing Studies and previously taught statistics and research methods at the George Washington University and the University of Minnesota.

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The Practical Guide to HR Analytics

Using Data to Inform, Transform and Empower HR Decisions

By Shonna D. Waters, Valerie N. Streets, Lindsay McFarlane, Rachael Johnson-Murray

Society For Human Resource Management

Copyright © 2018 SHRM
All rights reserved.

ISBN: 978-1-58644-532-4

Contents

List of Tables, Figures, and Case Studies, 
Preface, 
Acknowledgments, 
Author Biographies, 
Chapter 1. Define the Business Challenge, 
Chapter 2. Understand the Analytics Domain, 
Chapter 3. Establish an Effective Team, 
Chapter 4. Form Your Hypothesis, 
Chapter 5. Run Basic Analyses, 
Chapter 6. Explore Complex Analyses, 
Chapter 7. Use Data to Inform Your Decisions, 
Chapter 8. Communicate Your Findings, 
Chapter 9. Evaluate Your Intervention, 
Appendix A. How Analytics Fit into the SHRM Competency Model, 
Appendix B. Assess Yourself, 
Appendix C. Evaluate Your Data, 
Appendix D. Choose Your HR Metrics, 
Appendix E. Identify Your Stakeholders, 
Appendix F. Develop Your Hypotheses, 
Appendix G. Choose Your Statistical Test, 
Appendix H. Write Your Analysis Plan, 
Appendix I. Summarize Your Findings, 
Appendix J. Tell Your Story, 
Appendix K. Plan Your Evaluation, 
Appendix L. Communicate Your Plan, 
Appendix M. Set Up an Analytics Function, 
Bibliography, 
Additional Reference Materials, 

CHAPTER 1

Define the Business Challenge

Chapter Snapshot

Questions we will answer:

• What are HR analytics?

• Why are they important?

• Why should I read this book and what can I expect?

* * *

Meet Jen. She's the HR director of a 1,200-person company. What started as rumblings of an issue has become a full-blown problem. A few vocal managers have been complaining that her company is struggling with turnover. She doesn't know how serious the issue is. She does know that the HR department can't be perceived as unresponsive.

* * *

HR has a tough job. It has to serve employees; protect the business; keep up with ever-changing laws and regulations at local, state, and federal levels; and figure out how to do more with less, faster. These demands leave HR professionals with big questions: How can we make better decisions about where to invest our limited resources? How can we deliver solutions that make employees happy? How can we convince the C-suite to invest in people initiatives? How can we make sure HR helps the organization achieve business outcomes?

HR analytics can help with all of these things and more. It's not a silver bullet, but it is a powerful tool for elevating the credibility of the HR function.

I know — I've described only the tip of the iceberg of what makes your job hard. Now I'm saying you need to learn something that might be new. It may also be intimidating. You might have even gone into HR to avoid having to take extra math classes. But hang in there. I'm going to make this as painless as possible.

In this book, I'll use an example of a common, real-life business challenge to teach you basic concepts. This example will help you understand how to

• identify where analytics can help,

• differentiate types of metrics and analytics,

• use different types of metrics and analytics, and

• maximize their impact.

This book provides an approachable introduction to HR analytics. I won't get into the technical details of building databases or cleaning and analyzing data. Instead, I'll give you enough information to know what to request from an analyst and what to do with those results. But don't worry — if you want to dig deeper, I'll direct you to other resources to get you started.

Throughout this book, you'll notice some icons that keep popping up. These indicate opportunities to get into something extra. Anytime you see "Take a Deeper Dive," I have curated outside resources, giving you the option to go more in-depth. As an HR professional, you know that "telling ain't training." To that end, I've built in reflection questions and activities throughout to make sure you're absorbing everything. Wherever you see "Reflection," it'll be your turn to assess the situation and share your thoughts. There's also a whole workbook in the appendices to help you apply the content back at the office. Lastly, each chapter ends with insights from the SHRM Research Lab. Consider this optional information if you'd really like to dive into a certain topic.

There you'll see research findings from the behavioral sciences to explain why things happen. Now that you know how to use this book, let's dig in!

Reflection

Let's return to Jen's situation. Her plate is full. How might she go about deciding how big of a priority the managers' complaints are?

_______________________________________________________

_______________________________________________________

_______________________________________________________

* * *

Jen knows these managers are usually pretty quick to complain. However, she wants to be responsive. She decides to take a look at some metrics. She asks an analyst to pull the last year's turnover numbers. They indicate turnover increased about a percentage point over the last four quarters. Jen doesn't see a problem, so she writes a polite email to the managers and moves onto the next item on her list.

The next day Jen is called into an emergency meeting. She walks into the room and sees her boss sitting there along with Mark, the director of the managers who complained to her yesterday. No one looks happy. She senses that she's in the hot seat.

Mark asks Jen to explain what happened. Suddenly she's getting peppered with questions. How is it possible that turnover isn't a problem? All of Mark's direct reports claim to be losing their best people. What is the company's turnover rate? Is that high or low? What if only the best performers are leaving?

Ultimately, Mark says he doesn't care what the numbers say. They can't meet their objectives without the necessary talent and that is her problem to fix.

After the meeting, Jen's boss sticks around to talk to her. She starts by asking Jen to reflect.

* * *

Reflection

What went wrong in Jen's situation? How might this all have been avoided?

______________________________________________________

______________________________________________________

______________________________________________________

In the past, HR professionals typically relied on their understanding of HR processes and the organization to make decisions and serve their stakeholders. Hard data were limited. Any data that were captured were done so manually or were housed in different systems that didn't talk to each other.

Luckily, the world is changing. Thanks to advancing technology, data and information are everywhere, which means they're easily and quickly accessible. Most organizations have human resource information systems (HRISs) to record basic transactions, such as hiring date, compensation, promotions, and performance ratings. Increasingly, organizations are also collecting information about the learning and development of their employees. This includes proficiency levels of various skills and aptitudes, as well as training and development engagements and outcomes, such as end-of-training scores.

Despite having access to more data and analytic power than ever...

Details zur Ausgabe

• Verlag: SHRM - Kogan Page
• Erscheinungsdatum: 2018
• Sprache: Englisch
• ISBN 10: 1586445324
• ISBN 13: 9781586445324
• Einband: Taschenbuch
• Auflage: 1
• Anzahl der Seiten: 256
• Kontakt zum Hersteller: SHRM; https://www.shrm.org/; ; 1800 Duke Street; Alexandria; VA; 22314; USA
• Verantwortliche Person: Authorised Rep Compliance Ltd; info@authorisedrepcompliance.co.uk; ; Ground Floor, 71 Lower Baggot Street; Dublin; D02 P593; Irland