Development and improvement of the HR analytics capability
Challenge
How can the HR organisation take its HR Analytics capabilities to the next level and make a demonstrable contribution to business results? Bright & Company was asked to develop a roadmap for the further development of HR Analytics. Another objective was to help the employees involved develop the necessary knowledge and skills. By selecting and carrying out two HR Analytics pilot projects, the aim was to demonstrate the first tangible results of HR Analytics’ contribution to business performance.
Approach
Working closely with our Belgian Workforce Analytics partner iNostix, we used a proven approach to assess the current and desired levels of HR Analytics development. We examined six critical areas and, based on our findings, provided recommendations on the required quality and availability of data, systems, competencies, IT infrastructure, organisational structure and governance. We translated these recommendations into a practical roadmap with concrete steps for implementation.
We also developed and delivered several learning programmes for international employees with key responsibilities within the HR Analytics programme. These included a real-life HR Analytics case study, a tailored interactive online learning programme and an awareness session with the international HRMT.
Finally, we established selection criteria for potential pilot projects. Based on these criteria, relevant projects were selected and launched, with the aim of demonstrating the concrete contribution of HR Analytics to business results.
Impact
A practical roadmap was delivered, enabling the organisation to develop HR Analytics step by step to the desired level across the organisation. Employees with key roles in the programme completed targeted learning programmes, equipping them with the knowledge and skills needed for implementation.
In addition, two pilot projects were carried out under expert guidance. These demonstrated the first tangible contribution of HR Analytics to business results.
About the author
For a nationwide secondment and consultancy firm, we developed and implemented a new performance and development review cycle, career pathways and clearly defined HR processes, among other improvements.
We established a foundation of good employment practices and mutual responsibility between employer and employees. Rigid working relationships were transformed, enabling people to enjoy their work again and collaborate effectively.
A large national public sector organisation needed to realign its structure and governance with a new strategic direction. We worked to clarify responsibilities, enable more decisive decision-making and develop a coherent organisational plan.
By organising the HR function as a whole organisations can create an HR function that not only supports day-to-day operations but also makes a lasting contribution to organisational ambitions, job satisfaction and the development of human capital.