strategic support: becoming a trusted business partner

Winning a place at the strategic top table demands credibility and the delivery of valued insights.

Meeting 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

To get 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.

 


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