A Charger in People Analytics

You cannot start using a new electronic device without charging it first. I used the charger metaphor when I discussed the first things that HR leaders must understand before starting their People Analytics journey.

There are four types of understanding, or charges, that these professionals must load when they make their first steps: the definition of People Analytics, this profession’s characteristics, the main barrier in entering the field, and the myths in this domain.

In the following four articles, you can start building the People Analytics value chain by reviewing each one of these charges.

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In a public talk, I challenged myself to describe the state of People Analytics in five sentences. Each point I made implies a myth. HR leaders should be aware of the following five misconceptions, or otherwise, continue to let these false ideas inhibit their advancement.

The People Analytics leader is in charge of combining all the data of people in the company, in order to deal with business challenges. This leader must understand all employee data and its impact on business performance. It goes far beyond HR kinds of soft metrics.

I suggest including five perspectives in any definition of People Analytics: Starting from C-level and business perspective, go through HR processes and IT and HRIS, and end-up with a Data science perspective and the role of the People analytics

People Analytics practices are related to HR practitioners’ mindset. Sometimes a mindset change is a key to a successful path in analytics. People Analytics mentees find it so hard to change, but learning culture and rituals help them overcome.

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