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The Business Value of Democratising Access to People Data at Tata Steel

By | Vipin Sharma | David Green | www.myhrfuture.com

According to recent research from Insight222 looking at people analytics trends, 90% of CHROs have made it clear that data and analytics are an essential part of the HR strategy, yet only 42% of companies have a data driven culture for people data and analytics.

One of three components identified as critical to developing a data driven culture for HR (see Insight222’s model of a data driven culture below) is to ‘embed data driven decision making’ across the organisation. In order to do this, HRBPs in particular are expected to develop their data literacy skills. Once again, the research showed a clear discrepancy between expectations and reality as 81% of CHROs expect HRBPs to use people data and analytics in their daily work but only HRBPs in 43% of companies are developing their data literacy skills.

I recently sat down with Vipin Sharma, Head HR Strategy, Analytics & HR Innovation Labs at Tata Steel, to understand how his team is tackling these challenges. Their focus on simultaneously democratising access to people data for decision making and upskilling HRBPs and the wider HR community has stood them in good stead to address important business challenges with people analytics, including bias in performance management, which we discuss here also.

1.     Why is it important to democratise access to people insights across an organisation?

It is very important to democratise people insights and provide access to leaders, managers and HRBPs in order to institutionalise data-driven decision making on people matters. One of the main objectives of people analytics is to improve the decisions that we make that impact people and eliminate biases and thus it is very important that when such decisions are taken by leaders or managers, they have access to relevant people data.

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www.myhrfuture.com
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