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Four Considerations for the Future of People Analytics

Source | | Marta Gascón Corella

I have been thinking for a few weeks now about something that I think is important for those of us involved in this amazing world of evidence-based People Management:

What is our future, where are we heading?

And most importantly, what really worries me …

How do we move forward so that what we do is really useful to people?

To make them work better, happier, more versatile, more productive and efficient, more committed … the usual, but in a more complicated context than ever.

A few years ago, when we considered doing a People Analytics project in a company, the first thing we wanted to do was to create a descriptive model of the reality, similar to a demographic photo. Men and women, areas, levels of training, rotation, profiles entering the company and even, going a little further, we were looking for the type of leadership in unplanned departures, etc. …

We focused and still focus on the individual as if he or she were isolated, as if interaction with others did not matter.

Later, when we already had the People Dashboard developed with a consistent history (18/24M), we considered building the corresponding predictive model by looking for the variables that were close or directly correlated with the one we wanted to know. Our objective was to anticipate what would happen. To move forward thinking that the essentials of the context would not change …

But I have known for some time now that this is not our future, although I am also aware that there are still many organisations that have not yet reached this point.

In what is to come there will be prediction, of course, but not obviating the now. For sure.

The concept of liquid society, influence, sudden changes, adaptation, vulnerability, collective intelligence, global agreements, shared leadership … are not in the equation, something very important we are leaving out to be the field of knowledge that will lead the future of People Management.

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