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Why is Consulting a Must-Have Skill for People Analytics?

Source | | Naomi Verghese

For People Analytics teams to be successful, they must focus on the needs of the business. As Piyush Mathur, Global Head of Workforce Analytics at Johnson & Johnson, describes it in an episode of the Digital HR Leaders Podcast

‘Insight without outcome is overhead’.

The Insight222 Operating Model for People Analytics recommends a Demand Engine of consultants who work directly with business executives to provide a funnel of the most important business (not just HR) challenges and opportunities.

Research carried out by Insight222 in 2020 found that 52% of the companies surveyed intend to grow the number of people they have in the consulting role over the next 18-24 months.

In this article, I’m going to explore the Demand Engine and the consultant role in more detail, by answering the following questions:

1.     Why is the Consultant role important for People Analytics to deliver business value?

2.     What Skills does the People Analytics Consultant have?

3.     How does the Consultant support the People Analytics Leader in developing skills across the team?

4.     What does the future hold for the Consultant role?

Why is the Consultant role important for People Analytics to deliver business value?

Consultants in the Demand Engine are responsible for understanding and prioritising work that the people analytics team should deliver in order to drive value for the business. Consultants act as a bridge between HR and business leaders, and the technical expertise within the Solution Engine. Without the Demand Engine, the people analytics team can end up being focused on work that it believes is important or interesting without delivering value where the business needs it most. Even worse, the team risks undertaking work that is not implemented and does not resonate with business or HR leaders.

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