Source | www.visier.com
Many organizations want to enable their HRBPs to adopt a data-driven approach and be the ambassadors for people analytics while providing consultative support to the business on talent strategy. They have often already engaged in transformation of their HR service delivery model and the role of the HRBP. Much of that work has been focused on leveraging automation for record keeping and transaction management. This transformation then opened opportunities for HR generalists to move into a strategic consultative role and become HR business partners to lines of business.
During these transformations, organizations are expecting these HRBPs to deliver strategic talent practices that drive value to the organization. But to drive value these days, part of what is needed is for the HRBPs to be able to adopt a data-driven approach themselves to show their business leaders how talent contributes to organizational performance and outcomes.
But there’s been an obstacle.
A year ago, I interviewed numerous organizations about their practices to succeed and achieve value from people analytics. I spoke with a Vice President of HR Operation–the leader of HR business partners at his organization–about his experience of tasking HRBPs to be people analytics ambassadors. He said: