strategic support: becoming a trusted business partner
Winning a place at the strategic top table demands credibility and the delivery of valued insights.
business expectations and making the most of the digital HR potential demand a
shift from simply reporting data to setting out why it happened, anticipating
what will happen (predictive analysis) and advising on the best course of
action (prescriptive analysis). Examples would include moving from reporting on
staff turnover to being able to identify key personnel at risk of leaving and
setting out ways to encourage them to stay. On an organisation-wide level, this
would include analysing what people and skills are needed to deliver strategic
plans and developing proactive ways to meet these demands through steps as
targeted skills training and personnel re-assignment.
Get to the point
noticed and be used, reports should be clear, concise and action-orientated –
don’t overload your management teams with a deluge of hard to fathom data.
Dashboards can help to ensure that the analysis is not only easy to follow, but
also moves from providing insight to provoking action. In turn, visualisation tools enhance
interaction and response by enabling business teams to drill into the data
feeds that most interest them and seek answers to key questions.
Bringing talent analysis into line management
One of the key advantages of the latest generation of tools is their ease of use. If you’re an SME with limited HR and data analytics resources, line managers can still deploy these tools to help develop and hone their talent plans. However, it’s important to ensure that there is no overlap between HR and line management, least of all competition and confusion between them.
more articles about: digital HR
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- making the most of HR technologies in recruitment
- making self-service worthwhile
- getting the data right
- strategic support: becoming a trusted business partner