“人员分析现在可以成为战略性竞争优势”

2018年02月13日 1610次浏览


 

工业工程师弗雷德里克泰勒在1911年发表了他的报告“ 科学管理”,该报告研究了钢厂工厂工人的流动和行为,从而开始了这一趋势。此后,公司已经部署了数千次参与调查,研究了最高领导者的特征,对留存率和营业额进行了无数次评估,并建立了大量的人力资源数据仓库。所有这些努力都是为了弄清楚“我们能做些什么来让我们的人们获得更多收益?”

那么现在这个域被称为人们的分析,它已经成为一个快速增长的核心业务举措。一项题为“ 高影响力人物分析 ”的研究报告由Deloitte在去年11月由Bersin完成,发现69%的大型组织拥有人员分析团队,并积极构建与人员相关数据的综合存储。

为什么增长和为什么业务势在必行?几个技术和商业因素相互碰撞使这个话题变得如此重要。


首先,组织拥有比以往更多的与人员相关的数据。由于办公生产力工具,员工证章阅读器,脉搏调查,集成的企业资源规划系统和工作中的监控设备的激增,公司拥有大量关于员工的详细数据。

公司现在知道人们与谁交流,他们的地点和旅行时间表,工资,工作经历和培训计划。内置于电子邮件平台中的组织网络分析的新工具可以告诉正在与谁交流的领导者,用于音频和面部识别的新工具识别谁处于压力之下,以及摄像机和热传感器甚至可以确定人们在他们身上花费了多少时间书桌。

人走

可以认为,这些信息大部分都是保密和私密的,但大多数员工并不介意获取这些数据的组织,只要他们知道正在改进他们的工作体验,正如2015年会议委员会的研究所显示的那样,Big数据并不意味着大 哥哥。虽然从5月25日起可执行的欧盟通用数据保护条例标准将会将隐私权和治理责任放在人力资源部门,但雇主正在加紧处理这些数据并小心处理这些数据。

其次,作为获得所有这些数据的结果,公司现在可以学习重要而有力的事情。不仅高管们被迫就多元化,性别薪酬公平和营业额等议题进行报告,而且他们现在还可以使用人员分析来了解生产力,技能差距和长期趋势,这些可能会威胁或创造业务风险。

例如,一个组织发现欺诈和盗窃事件是“具有传染性”,导致同一楼层的其他员工在一定距离内出现类似的不良行为。另一种方法是使用情绪分析软件来衡量组织中的“情绪”,并根据他们的沟通模式来识别具有高风险项目的团队。

许多组织现在都在研究营业额,甚至可以通过监测电子邮件和社交网络行为来预测它,从而使管理人员能够在辞职前指导高绩效员工。组织现在使用分析和人工智能或人工智能来解码职位描述,识别造成偏倚招聘池的单词和短语,并防止性别和种族多样性。制造商使用人员分析来识别可能发生事故的员工,而咨询公司可以预测哪些人可能会因过多的旅行而被烧毁,而汽车公司现在知道为什么某些团队按时完成项目,而其他人则总是迟到。

因此,人工智能进入领域,给予它更多的权力和规模。一个新的基于人工智能的分析工具会向管理人员发送匿名电子邮件,询问简单问题以评估管理技能。通过其精心设计的算法,它为管理人员提供了一套无需赘述的建议,并在短短三个月内将管理效率提高了8%。

Sierra-Cedar 2017人力资源系统调查显示,对于人力资源部门而言,人员分析现在是公司希望替换或升级人力资源软件的首要原因

但对于首席执行官,首席财务官和首席运营官来说,这更重要。当一个销售团队落后于其配额实现或者商店的销售数字落后时,为什么领导者不会问“我们可能能够解决的团队中的人员,实践和管理者有什么不同?”或者甚至更大问题是“如果我们想通过收购德国的某家公司来发展我们的业务,文化和组织的影响会是什么?”这些关键的战略问题都可以通过人员分析来解决。

这门学科的历史是战术性的,有点神秘。多年来,工业心理学家领导了这项工作,主要关注员工敬业度和营业额。然而,今天,该行业正在采取新的行动,将其精力重新集中在运营,销售,风险和绩效指标上。技术工具在这里,公司已经有人工智能工程师准备以强大而有预见性的方式分析数据。分析人士表示,这个领域将会持续增长,请记住,对于大多数企业而言,劳动力成本是资产负债表中最大和最可控制的支出。

底线很明显:人们的分析现在可以成为战略竞争优势。专注于这一领域的公司可以出租,淘汰和淘汰竞争对手。


 

以上由AI自动翻译。

Fredrick Taylor, an industrial engineer, started this trend in 1911 when he published his report Scientific Management, which studied the movement and behaviour of factory workers in steel mills. Since then companies have deployed thousands of engagement surveys, studied the characteristics of top leaders, done countless reviews of retention and turnover, and built massive human resources data warehouses. All in an effort to figure out “what can we do to get more out of our people?”

Well now this domain is called people analytics and it has become a fast-growing, core-business initiative. A study, entitled High-Impact People Analytics and completed last November by Bersin by Deloitte, found that 69 per cent of large organisations have a people analytics team and are actively building an integrated store of people-related data.

Why the growth and why the business imperative? Several technical and business factors have collided to make this topic so important.

Firstly, organisations have more people-related data than ever before. Thanks to the proliferation of office productivity tools, employee badge readers, pulse surveys, integrated enterprise resource planning systems and monitoring devices at work, companies have vast amounts of detailed data about their people.

Companies now know who people are communicating with, their location and travel schedules, their salary, job history and training plans. New tools for organisational network analysis, built into email platforms, can tell leaders who is communicating with whom, new tools for audio and facial recognition identify who is under stress, and video cameras and heat sensors can even identify how much time people spend at their desks.

People walking

It could be argued that much of this information is confidential and private, but most employees don’t mind organisations capturing this data, as long as they know it is being done to improve their work experience, as shown in 2015 Conference Board research, Big Data Doesn’t Mean Big Brother. While European Union General Data Protection Regulation standards, enforceable from May 25, will put the burden of privacy and governance on HR departments, employers are stepping up to this and treating such data with great care.

Secondly, as a result of having access to all this data, companies can now learn important and powerful things. Not only are executives being forced to report on topics such as diversity, gender pay equity and turnover, but they can also now use people analytics to understand productivity, skills gaps and long-term trends that might threaten or create risk in their business.

One organisation, for example, found incidents of fraud and theft were “contagious”, causing similar bad behaviour among other employees on the same floor within a certain distance. Another is using sentiment analysis software to measure “mood” in the organisation and can identify teams with high-risk projects just from the patterns of their communication.

Many organisations now study turnover and can even predict it before it occurs by monitoring email and social network behaviour, enabling managers to coach high performers before they resign. Organisations now use analytics and artificial intelligence or AI to decode job descriptions, identifying words and phrases that create biased recruitment pools and prevent gender and racial diversity. Manufacturers use people analytics to identify workers who are likely to have accidents, while consulting firms can predict who is likely to be burnt out from too much travel and automotive companies now know why certain teams get projects done on time when others are always late.

AI is, therefore, entering the domain, giving it even more power and scale. A new AI-based people analytics tool sends anonymous emails to a manager’s peers asking simple questions to assess managerial skills. Through its carefully designed algorithms, it gives managers an unthreatening set of recommendations and has improved managerial effectiveness by 8 per cent in only three months.

For human resources departments, people analytics is now the number-one reason companies want to replace or upgrade their HR software, according to the Sierra-Cedar 2017 HR Systems Survey.

But for chief executives, chief financial officers and chief operating officers, it’s even more important. When a sales team is behind its quota attainment or a store’s sales numbers fall behind, why wouldn’t a leader ask “what’s different about the people, practices and managers at those teams that we may be able to address?” Or an even bigger question is “if we want to grow our business by acquiring a given company in Germany, what will the cultural and organisational impact be?” These critical strategic questions can all be answered by people analytics.

The history of this discipline is tactical and somewhat arcane. For years industrial psychologists led the effort and focused primarily on employee engagement and turnover. Today, however, the industry is taking on a new light, refocusing its energy on operational, sales, risk and performance measures. The technology tools are here and companies have AI engineers ready to analyse the data in a powerful and predictive way. And analysts say this domain will grow for years to come; remember that for most businesses, labour costs are the largest and most controllable expense on the balance sheet.

The bottom line is clear: people analytics can now become a strategic competitive advantage. Companies that focus in this area can out-hire, out-manage and out-perform their competitors.
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