I am pleased to welcome Karl Whittle as a guest writter for the Hot HR Hot Spot.
A bit about Karl:
Karl is a HR Programme Director with broad and successful experience in the management of transformation of process, people and technology programmes in UK and international businesses. A hands-on problem solver with a high rate of achievement to resolve people and business challenges, drive transformation that delivers tangible results in diverse businesses. A proven and motivational team manager, engendering internal consensus and forging solid relationships with teams, senior stakeholders and strategic partners with a successful track record of delivering HR transformation and change programmes.
We hope you enjoy reading Karl's exciting article and blog.
Are we striving for HR MI perfection?
In today’s ever changing HR landscape are we investing sufficient time, thought and planning into how data can assist in making timely, effective and beneficial business decisions? Surely, long gone are the days where the extraction of data from our HR and Payroll systems are analysed and People decisions are made in isolation from the operational needs of a business?
However, no matter what surveys inform us about the importance of intelligently interrogating our People data and integrating this data to support business decisions it appears that we find ourselves in the “middle” ground of knowing and wanting to intelligently use our data, without providing ourselves with the “head-space” to fully understand how this data can be an ally. Should we be considering data as a valuable asset and not just a means to produce a collection of reports?
We have become proficient at reviewing and evolving our HR operating models so that we are able to adapt and change to support our business needs and demands; we are more knowledgeable and intelligent in sourcing and selecting ‘best of breed’ HR solutions to support and complement transformation programmes; but are we taking a ‘fit-for-purpose’ approach when it comes to accurately understanding data that we have in our business?
All too often I feel that we fall into a safety zone of analysing our People data in isolation, rather than reaching out and understanding what other data exists across our business. We wouldn’t bake a cake without all the ingredients, so why would we want to provide our business leaders with only part of the picture?
Should we not be taking a step back and working with our business leaders and partners in not only understanding the People challenges, but how data across the whole of the organisation can be combined to provide a holistic picture. We need to ask ourselves; what do we need from our data, where does our data exist, and how can this valuable asset help drive more informed and quantifiable decisions? Therefore, the ‘data’ discussion needs to be at the forefront of our minds when HR helps drive positive change across a business, and not as an after thought.
The direct correlation of different data sources can provide us with a full picture that we can easily and intelligently interrogate, and then for this, to provide us with the platform to complete “what-if” (predictive) models. Let’s understand what our data is telling us and not be afraid ask the questions; if we take route A compared to route B what are the advantages, what are the disadvantages; what underlying risks do we have and what options do we have to build in contingency; what are the impacts to the top & bottom line? As we become ever more sophisticated in delivering HR services to our business we should in turn become more demanding of how to use our data assets.
We need to be in a position to answer more business and commercial orientated questions and in turn provide intelligent analysed options. HR MI should not just be about People data (attracting & retaining Talent) but how do we as HR professionals contribute at the top table and lead change.
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