At HCI, we believe that all talent decisions should be made with the combination of data and experience. HR leaders are stewards of immense amounts of people data, and we understand the biases present in human decision-making. People analytics should be used to measure, predict, and influence the most business-relevant human capital outcomes such as turnover, engagement, and selection.
We, HR leaders, know that we should be using people analytics. Yet, HCI research paints a very different picture of what we’re actually doing. Research shows that 62% of HR professionals say their HR functions lack the analytical skill sets they need. When faced with the decision to either buy, borrow, or build this talent, our research shows that 71% of organizations plan to build the necessary skills and capabilities in people rather than outsource or hire specialists.
For HR, improving data and analytics skills isn’t about becoming an expert data scientist. It’s about building business acumen and growing confidence in HR’s ability to evaluate and demonstrate the impact of HR and talent programs to the business. To put it bluntly, HR shows its value with metrics by tying its processes and programs to the organization’s bottom-line.
HCI’s Analytics for Talent Management (ATM) certification course is designed to help HR professionals gain familiarity with and understanding of essential analytics topics such as confirmation bias, crafting good questions, using experiments and analytical models, statistical algorithms, handling objections, data presentation and practical application.
Then, the course places these skills within the context of talent management. Many HR professionals feel that they are measuring the wrong things. Less than half say their HR metrics measure key issues that are relevant to the business. In order to be successful, data-driven human capital interventions must feed into bottom-line financial impact, but it’s a stretch to jump from a human capital outcome (e.g., engagement) to a financial end goal (e.g., stock price).
In between, the levers we can pull by leveraging HR analytics that will affect a company’s financial end goals are called intermediate outcomes. During the ATM course, HR leaders will learn which levers they can pull to directly influence these intermediate outcomes, the missing link between HR strategy and business performance.
Like all of our courses, ATM is HRCI/SHRM accredited. You can enroll for an in-person course in your local metro area, or take the course virtually with participants from around the world. Click here to learn more and enroll.