Business leaders today are seeking meaningful patterns in their people data that will help them gain a competitive edge. The answer is in the growing discipline of workforce analytics. Much attention has already been paid to the technical requirements for implementing workforce analytics, now, there's a book that covers the organisational development and change management issues that will make or break your success. Drawing on insights from dozens of experts in workforce analytics as well as their own cutting edge experience within IBM, the authors walk step-by-step through setting up and then…mehr
Business leaders today are seeking meaningful patterns in their people data that will help them gain a competitive edge. The answer is in the growing discipline of workforce analytics. Much attention has already been paid to the technical requirements for implementing workforce analytics, now, there's a book that covers the organisational development and change management issues that will make or break your success. Drawing on insights from dozens of experts in workforce analytics as well as their own cutting edge experience within IBM, the authors walk step-by-step through setting up and then embedding workforce analytics capabilities. With candid case studies and clear advice from those who have already faced and overcome the challenges associated with workforce analytics, you'll learn how to: * Begin with a vision, not data analysis * Pick your projects wisely, so you can "earn your keep" with visible, valuable successes * Build a team with the right skills to deliver the insights your organisation needs * Identify the right stakeholders and sponsors to ensure success * Choose the best technology for your analytics needs * Handle some of the sensitivities around using employee data in analytics projects * Run a successful workforce analytics function for the long term * Use storytelling techniques to ensure you can influence organisational decisions or initiatives with the results of your workforce analytics projects Analytics are rapidly becoming pervasive in functions ranging from Finance to Marketing. Now, discover how HR can gain just as much value, by informing every key decision with the best possible insight.
Nigel Guenole is an executive consultant with IBM, where he consults with many of the world’s most successful organizations about improving organizational performance with psychological science. He is also Director of Research at the Institute of Management at Goldsmiths, University of London. Nigel’s consulting, research, and teaching focus on topics in industrial-organizational psychology and statistical modeling. He is an associate fellow of the British Psychological Society (BPS), a member of the Academy of Management (AOM), and a member of the Society for Industrial and Organizational Psychology (SIOP). His work on topics related to workforce analytics has been featured in the media and popular press, as well as in numerous scientific journals, including Frontiers in Quantitative Psychology & Measurement and Industrial and Organizational Psychology: Perspectives on Science and Practice. Jonathan Ferrar is a respected consultant, speaker, and influencer in HR strategy, workforce analytics, and the future of work. He advises clients on how to establish human resources strategies that will improve business performance and make HR more relevant. He was listed as one of the global Top 50 HR Analytics Influencers on LinkedIn in 2014 and as one of the 15 HR and People Analytics Experts to Follow for 2017 by Jibe. Before he started his own consultancy business, Jonathan worked for more than 25 years in corporate business in IBM, Andersen Consulting (now Accenture), and Lloyds Bank, for many of those years in senior executive management roles in both the United Kingdom and the United States. Jonathan has worked with C-suite clients and business leaders across the globe on human resources management and workforce analytics. He holds a bachelor of arts degree and a master of arts degree from the University of Cambridge and a postgraduate diploma in human resources management from Kingston Business School. He is a Chartered Fellow of the Chartered Institute of Personnel and Development (Chartered FCIPD). Sheri Feinzig is a director at IBM, where she leads a global team of consultants, content development experts, and the Smarter Workforce Institute. Sheri has more than 20 years of experience in human resources research, organizational change management, and business transformation. She has applied her analytical and methodological expertise to numerous research-based projects on topics such as employee retention, employee engagement, performance feedback, social network analysis, and organizational culture. Sheri received her Ph.D. in Industrial-Organizational Psychology from the University at Albany, State University of New York. She has presented on numerous occasions at national conferences and has coauthored a number of publications and white papers. She has served as an adjunct professor in the psychology departments of Rensselaer Polytechnic Institute in Troy, New York, and the Illinois Institute of Technology in Chicago, Illinois, where she taught doctoral, masters, and undergraduate courses on performance appraisal, tests, and measures. Sheri is a member of the Society for Industrial and Organizational Psychology (SIOP).
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Foreword by John Boudreau xv About the Authors xix Interviewees xxi Vignettes xxv Preface xxvii PART I: UNDERSTANDING THE FUNDAMENTALS 1 Chapter 1 Why Workforce Analytics? 3 Adoption of Analytics 4 HR’s Contribution to Business Value 4 The Changing Nature of HR 7 The Future of Work 11 Summary 13 Chapter 2 What’s in a Name? 15 Focus of the Function 16 Activities of the Function 17 A Name Fit for the Future 18 Summary 18 Chapter 3 The Workforce Analytics Leader 19 Reporting to the Chief Human Resources Officer 20 Responsibilities of the Workforce Analytics Leader 20 Business Acumen 22 Leadership Attributes 23 Summary 26 Chapter 4 Purposeful Analytics 27 A Model for Purposeful Analytics 28 Project Sponsors 38 Why Do Analytics Projects Fail? 40 Summary 42 Chapter 5 Basics of Data Analysis 43 Research Design 44 Objectives of Analysis 47 Unstructured Data 52 Traditional Statistics versus Machine Learning 53 Social Consequences of Algorithms 54 More on Design and Analysis 56 Summary 56 Chapter 6 Case Studies 57 Eight-Step Methodology 58 Case Study: Improving Careers Through Retention Analytics at Nielsen 59 Case Study: From Employee Engagement to Profitability at ISS Group 65 Case Study: Growing Sales Using Workforce Analytics at Rentokil Initial 71 Case Study: Increasing Value to the Taxpayer at the Metropolitan Police 76 Case Study: Predictive Analytics Improves Employee Well-Being at Westpac 80 Summary 83 PART II: GETTING STARTED 85 Chapter 7 Set Your Direction 87 You Have the Job! Now What? 88 Listening to Prospective Project Sponsors 90 The Seven Forces of Demand 91 Agreeing on the Scope of Analytics 95 Developing a Vision and Mission Statement 95 Summary 97 Chapter 8 Engage with Stakeholders 99 Who Are Stakeholders? 100 Stakeholders Served 101 Stakeholders Depended Upon 106 Stakeholders Impacted 113 Working Effectively with Stakeholders 118 Summary 121 Chapter 9 Get a Quick Win 123 Identifying Potential Projects 125 Complexity-Impact Matrix 125 Assessing Complexity and Impact 129 Summary 133 PART III: BUILDING YOUR CAPABILITY 135 Chapter 10 Know Your Data 137 A Pragmatic View of Data 138 Solving Data Quality Challenges 138 Data Types and Sources 147 Data Governance 152 Remember the Basics 152 Summary 155 Chapter 11 Know Your Technology 157 Starting with Vision and Mission 158 Components of Workforce Analytics Technology 159 On-Premise Versus Cloud 164 Technology Vendor Relationships 165 Summary 167 Chapter 12 Build the Analytics Team 169 Six Skills for Success 170 Configuring Team Roles 181 Remember the Fundamentals! 184 Summary 185 Chapter 13 Partner for Skills 187 Why Consider Partners? 188 Options for Building the Team 188 Choosing Among the Options 197 Summary 200 Chapter 14 Establish an Operating Model 203 Defining Your Operating Model 204 Strategy 205 Governance 205 Implementation 212 Accountability 221 Summary 224 PART IV: ESTABLISHING AN ANALYTICS CULTURE 225 Chapter 15 Enable Analytical Thinking 227 Perspectives of Analytics in HR 228 The Translator Role 234 The Importance of Leadership 236 Summary 237 Chapter 16 Overcome Resistance 239 Resistance to Workforce Analytics 240 Stakeholder Skepticism 240 Financial Frugality 245 HR Hesitancy 246 Summary 252 Chapter 17 Communicate with Storytelling and Visualization 253 What Is Storytelling? 254 Effective Visualization 263 Knowing Your Audience 269 Keeping It Simple 273 Summary 275 Chapter 18 The Road Ahead 277 Analytics Provides New Opportunities for HR 278 Emerging Data Sources 278 Considering New Data Sources 280 Evolving Technology 282 The Workforce Analytics Function 283 Summary 286 Glossary 287 References 295 Index 301
Foreword by John Boudreau xv About the Authors xix Interviewees xxi Vignettes xxv Preface xxvii PART I: UNDERSTANDING THE FUNDAMENTALS 1 Chapter 1 Why Workforce Analytics? 3 Adoption of Analytics 4 HR’s Contribution to Business Value 4 The Changing Nature of HR 7 The Future of Work 11 Summary 13 Chapter 2 What’s in a Name? 15 Focus of the Function 16 Activities of the Function 17 A Name Fit for the Future 18 Summary 18 Chapter 3 The Workforce Analytics Leader 19 Reporting to the Chief Human Resources Officer 20 Responsibilities of the Workforce Analytics Leader 20 Business Acumen 22 Leadership Attributes 23 Summary 26 Chapter 4 Purposeful Analytics 27 A Model for Purposeful Analytics 28 Project Sponsors 38 Why Do Analytics Projects Fail? 40 Summary 42 Chapter 5 Basics of Data Analysis 43 Research Design 44 Objectives of Analysis 47 Unstructured Data 52 Traditional Statistics versus Machine Learning 53 Social Consequences of Algorithms 54 More on Design and Analysis 56 Summary 56 Chapter 6 Case Studies 57 Eight-Step Methodology 58 Case Study: Improving Careers Through Retention Analytics at Nielsen 59 Case Study: From Employee Engagement to Profitability at ISS Group 65 Case Study: Growing Sales Using Workforce Analytics at Rentokil Initial 71 Case Study: Increasing Value to the Taxpayer at the Metropolitan Police 76 Case Study: Predictive Analytics Improves Employee Well-Being at Westpac 80 Summary 83 PART II: GETTING STARTED 85 Chapter 7 Set Your Direction 87 You Have the Job! Now What? 88 Listening to Prospective Project Sponsors 90 The Seven Forces of Demand 91 Agreeing on the Scope of Analytics 95 Developing a Vision and Mission Statement 95 Summary 97 Chapter 8 Engage with Stakeholders 99 Who Are Stakeholders? 100 Stakeholders Served 101 Stakeholders Depended Upon 106 Stakeholders Impacted 113 Working Effectively with Stakeholders 118 Summary 121 Chapter 9 Get a Quick Win 123 Identifying Potential Projects 125 Complexity-Impact Matrix 125 Assessing Complexity and Impact 129 Summary 133 PART III: BUILDING YOUR CAPABILITY 135 Chapter 10 Know Your Data 137 A Pragmatic View of Data 138 Solving Data Quality Challenges 138 Data Types and Sources 147 Data Governance 152 Remember the Basics 152 Summary 155 Chapter 11 Know Your Technology 157 Starting with Vision and Mission 158 Components of Workforce Analytics Technology 159 On-Premise Versus Cloud 164 Technology Vendor Relationships 165 Summary 167 Chapter 12 Build the Analytics Team 169 Six Skills for Success 170 Configuring Team Roles 181 Remember the Fundamentals! 184 Summary 185 Chapter 13 Partner for Skills 187 Why Consider Partners? 188 Options for Building the Team 188 Choosing Among the Options 197 Summary 200 Chapter 14 Establish an Operating Model 203 Defining Your Operating Model 204 Strategy 205 Governance 205 Implementation 212 Accountability 221 Summary 224 PART IV: ESTABLISHING AN ANALYTICS CULTURE 225 Chapter 15 Enable Analytical Thinking 227 Perspectives of Analytics in HR 228 The Translator Role 234 The Importance of Leadership 236 Summary 237 Chapter 16 Overcome Resistance 239 Resistance to Workforce Analytics 240 Stakeholder Skepticism 240 Financial Frugality 245 HR Hesitancy 246 Summary 252 Chapter 17 Communicate with Storytelling and Visualization 253 What Is Storytelling? 254 Effective Visualization 263 Knowing Your Audience 269 Keeping It Simple 273 Summary 275 Chapter 18 The Road Ahead 277 Analytics Provides New Opportunities for HR 278 Emerging Data Sources 278 Considering New Data Sources 280 Evolving Technology 282 The Workforce Analytics Function 283 Summary 286 Glossary 287 References 295 Index 301
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