CoE is an internal strategic team of HR analytics experts
with a precise emphasis on enabling and endorsing the use of analytics to
achieve business objectives across the enterprise initiatives.
However, HR analytics CoE has its own set of challenges and
perspectives to be dealt with specially with the objective of setting up and
the criteria for fulfilling it.
Try to address these questions yourselves to make out if this
is a reality or a myth.
Is your HR organization open to change and challenge your
existing policies, procedures and practices?
Does HR believe in the data captured and the insights it
Do management believe in setting up HR analytic CoE and
the benefits it would reap?
Is there a need for People insights to boost
performance and attain a high ROI?
Does HR believe in HR analytics invasion to change the
way you currently operate to customise policies and procedures
For a high performing HR Analytics CoE, the major ingredients
are high performing people, robust infrastructure, well defined internal governance
and a winning culture of innovation. These practices focus on people insights
and that makes a difference to the business outcomes. However, building these practices
are equally tedious and being straight forward. Below is the guide to build such
high performing HR Analytics practices.
#1 RIGHT PEOPLE
HR Analytics practices are niche in nature as it involves
sensitive information and emotions related to people. Hence the maturity to
deal with information and analysis also needs right skillsets and aptitude.
It all starts with getting the right people with the right
mindset and skills. Refer to How Google Works by Eric
Schmidt and Jonathan Rosenberg. This excellent book describes the single most
important task for any manager as recruitment. If we can fix this process then
we have made the most of it. It is true to say that high performing would
always want to tag along with other high performers. This induce a sense of
learning and a positive healthy competition environment. So, when we qualify
top performers does not always mean sound technical skills or certification.
The ability to manage change, a positive attitude and continuous learning would
also be a key attribute. HR analytics is a wider concept and needs flexibility.
HR Analysts need to adopt new methodologies and skills to cope up with the
changing technology landscape. Hence, we need to be very cognizant about
getting the right set of people.
#2 ROBUST HR ANALYTICS INFRASTRUCTURE
Technical environment is the next important thing required
for an HR Analytics practice. An environment which is created for agility,
speed and innovation. Gone are the days where HR analytics could try multiple
models, fail and learn from the mistakes. Today’s fast-growing businesses
expect models to be right the very first time. Think about it this way, if we
expect our key people to continuously upscale their skillsets for better
results, it would be unfair if we don’t provide them with an optimal refreshed
infrastructure which would enable them to keep testing their limits. HR
analytics professional always want to be in technical environment which induces
them to stretch beyond the existing skills and learn more. The practices also
need to have right accesses to data to build their portfolio of analysis and
products ready for deliveries. Setting up high performance computing
environments should be the way forward to bring in speed and innovation. The
platforms should provide flexibility to use different interfaces and
visualization tools for the practices to be optimal all the time.
#3 WINNNING CULTURE OF INNOVATION. 4 I’S (IMAGINE, INSTILL,
A winning culture of innovation constitutes continuous
collaborative efforts towards building high class products via innovation. The
4 I’S is a useful guide for transforming a culture into wining one.
leadership plays a vital role in setting up the right inspiring culture. The
leader plays a critical role in creating the right environment for innovation
to flourish. Leaders often look to influence innovation at macro level; but
equally they should inspire candidness of thinking and thoughts at a micro
level as well.
innovation and concepts should be on every leader´s scorecard. Employees should
be stimulated to look at their day to day deliverables with an state-of-the-art
lens, and they should be acknowledged and rewarded for these initiatives and
flow when people are inquisitive, inquiring and willingly express their ideas.
Leaders should absorb to the fact that these dialogue with the teams are the
key to innovation. Shared thinking should be introduced and more and more
opportunities or forums should be formed to include people opinions and
leaders regularly interrupt and stop listening, it fosters a negative
environment and blocks innovative thinking. A leader should provide enough
space to their HR analytics team to think out of the box and create a healthy
workplace. This makes the team comfortable and would be more willing to share innovative
ideas / thoughts and concepts.
Equally important for the HR analytics practice’s existence is
to be part of the overall organization strategic initiatives. Culture drives
top down in the organization. If the leaders on the organization believe in the
managers and empower them to take decisions and focus on the bigger picture, it
by default gets cascaded to the practices below. This itself creates a winning
culture to engage and bring in the best from the practice.
#4 WELL TIED UP INTERNAL GOVERNANCE
“It’s not enough to run analytics, get a decision and you’re done.
There’s more to it. You put all the time into data preparation and model
building, you need to make sure the resulting analysis is something you can
complete and repeat.”
Schmiedl. Vice President, Product Management. SAS
A robust governance framework will guide BI and analytics
leaders to create efficient, reliable and transparent analytics. Continuous
success out of analytics practice involves putting up a centralized governance
group. Most organizations are too focussed on deliverables, leading to gradual
degradation of vision and quality over time. Besides, governance also involves
implementing accountability within the analytics teams. Most HR analytics
projects are result of complex collaborations between different stakeholders,
leading to a confusion on who owns which part of the deliverable.
HR Analytics CoE should focus on key elements like:
Data integration and quality, Master data and
Enterprise warehouse architecture
Ensuring HR analytics usage in workforce planning and
Self-service enablement for all key people metrics
Management dashboards and models
Mechanism to capture periodic performance data
Early warning triggers on Key talent attrition and
HR analytics CoE characteristics:
Sound commitment back up from leadership
Includes technology teams and functional expertise for
Has defined scope, charter and carved out roles and
Collaboration with key stakeholders
Delivering via defined and standard execution
Append image here
setting up a HR analytics CoE:
Evolved and developing HR Analytics capabilities by
linking investments to business outcomes and value
Reduced efforts on duplication and improving HR
decision making capabilities
Proper focus on key metrics and performance KPI’s thus
driving growth and profitability
3I’s of COE for execution