Beyond the Data: The Science of People Analytics

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Insights Over Intuition

HR leaders are now held more accountable to provide and attain aggressive recruiting, retention, and productivity goals with increased transparency in upward visibility. In addition, technological advances have thrust business analytics into the spotlight when it comes to driving organizational decisions, spurring industry leaders across business sectors to evolve their decision making methodologies from an intuitive art form to one that is powered by data-driven insights. Meanwhile, laggards are squandering millions in competitive talent wars and continued reliance on the “go-with-your-gut” approach.

In a recent study, KPMG reported that progressive HR leaders are already embracing analytic resources and the insights they provide while others are still lagging behind necessary industry change. Nearly two-thirds of HR executives agree that HR is in the midst of digital transformation, and 70% acknowledge a need for overall workforce transformation. Yet just 40% of HR leaders reported having a digital strategy at the business or HR level.

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Connecting Human Resource Data for Unified People Analytics

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From Many to One

SAP was the first major software vendor to integrate HR (Human Resources) functions into its ERP systems in 1979. However, the first complete HRIS (Human Resource Information System), was introduced by PeopleSoft in 1987. The HRIS at the time was considered to be the Holy Grail for HR, as it could handle everything from payroll to performance evaluations. Many competitors followed suit and the space quickly became a multi-million dollar market.

If everything HR had stayed in the HRIS, then reporting and many other functions would have been easy tasks. But alas, as every other area of business continued to evolve and automate, so did HR. Specialized systems for recruiting, performance management, time and attendance, and other key areas started to pop up, with better features and functionality than the HRIS system provided. HR departments started spreading out their purchases into disparate systems to get better return on their investment. IDC (International Data Corporation) estimates that the typical corporation has 23 different HR/Talent systems on average.

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