Talent
analytics and big data are now must-have capabilities in HR. As the business
world is transformed by the sheer volume, speed and availability of data and as
the search for competitive advantage intensifies, data about people and
performance becomes ever more critical. Much has been written on the issue of
talent analytics, but most of this debate has focused around three key
dimensions:
·
Technology
·
Techniques
·
Talent
There
seems to be less focus on what is actually happening. What is the appetite on
the ground for talent analytics and big data? What are the barriers and
enablers to developing this capability and what is happening within
organisations?
Using
our extensive research on the state of practice in the HR profession and key
interviews with organisations embarking on the talent analytics journey, we are
able to shed some light on this question. Generally, the capacity and
engagement for analytics and big data is affected by three key dimensions:
- · Silos
- · Skills and smarts
- · Suspicion and scepticism
In
order to help HR develop a coherent approach we’ve developed some strategies
and solutions around balancing the strategic and tactical requirements of
developing a data-driven strategy.