Robert Gibby, Ph.D., Global Leader of the Human Resources Research & Analytics (HRRA) Practice, Procter & Gamble
The use of analytics supports decision making in HR processes — it aids the ability to analyze, predict and control. It creates the foundation for predictive analytics to answer “what-if” questions and supports efforts to drive HR work as transformational instead of transactional. Many organizations’ existing systems, however, aren’t optimized to deliver real time, high quality insights in support of HR decisions. Perhaps HR’s information about people and positions isn’t complete or accurate, maybe multiple HR systems exist with no way to integrate the data between them, or possibly data structures have been developed to support Finance or other functions and were never intended to support talent management solutions.
This was the case at Procter and Gamble. They decided to re-invent their HR analytics model by transforming it from a set of fragmented data systems and processes with incomplete data to an integrated data warehouse and advanced set of analytics and visualization capabilities. The objectives of this transformation were to drive productivity, enable their build from within staffing practices, and simplify the effort to obtain and leverage HR insights. These objectives were accomplished by providing those making human resource decisions with organizational data, real-time and user friendly reporting and visualization in dashboards, and new forecasting and analytics capability to understand the relationships between people and business outcomes now and in the future. In this session, Dr. Robert Gibby will share how they were able to accomplish this, how HR analytics transformed their HR business, why every organization is capable of this feat, and what’s next.