DEVELOPING INNOVATIVE STRATEGIES

HUMAN RESOURCE DEVELOPMENT ANALYTICS

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This course discusses three (3) main analytical domains, namely the context of learning, students and assignments. In addition, the course also discusses learning assessments including models and types of assessments.

FREQUENTLY ASKED QUESTION- OUR CURIOSITY

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Analytics is done by companies having access to the technological tools
will the average organization be able to do it?

Terms that hr should know

Evolution of HR Analytics
The Analytics wave
Business Leverage of Analytics
Expectation from HR
HR Analytics Best Practices

In this section, the evolution of HR analytics as it has been happening from more than 40 years now the technology trends that have accelerated the adoption of HR analytics in the form of the analytics wave then wll spend time on how different businesses are leveraging and benefitting from the power of analytics take a strategic view of HR and see what business is expecting from the nature and finally how companies are using analytics to meet these expectation successfully.

WHAT WILL I LEARN?

ABOUT THE COURSE

Hawthorne study is one of the earliest examples of a behavioral search.
Behavioral assessments- FIRO, Belbin team profiles, Big 5 personality test (statistically validated)
Geert Hofstede set up personnel Research Department in IBM (1960)
He arrived at the cultural dimension theory based on extensive research.
People management processes

Goal setting
Reward and recognition
Competency skills for high performance

Set up a model which in turn got converted into processes that are widely used by companies

HR is based on well-researched principles
Each profession needs it's pioneers

published "Measurement Imperative" in 1978
Set up Saratoga institute in 1980 to develop and benchmark metrics in HR.
Pioneered a list of 30 metrics that can be used across companies
Created HCM21, a predictive strategic human capital system.

Prolific author and speaker, published several books on measurement and HR strategy.
Expert in strategic HR and talent acquisition metrics
Teaches at San Francisco State University

HR Measurem

hr iS bASED oN well researched principles

pioneers of hr analytics

Leverage ⬆, team success ⬆
Helped created the analytics wave
Oakland Athletics baseball team with very low budget outperformed well-funded teams using unconventional analytics called "Sabermetrics"
The strong implication of HR.
Not every organization has the resources required to hire and retain the best employees.

1990's- bALANCE SCORECARD CONCEPT WAS CREATED
It is not enough to measure the outcomes like revenues, profitability but you also need to look at indicators that are leading and lagging.
Structured into learning,HR process, internal customers and financial measures

two important books

Google conducted multi-year research on what good managers do?

Some of the key behaviours are:

Have technical skills to help advice the team
Have a clear vision and strategy for the team
Be a good communicator and listen to the team
Be productive and result oriented

The pitfall includes:

Lack of consistent approach to performance management and career development.

In fact in its growing stages the companies thought you need program managers and you need individual contributor.
so they not sure what the role managers then they got them back but they said you know not every manager is equal. so they need to research what good managers do so.
They do multi-year research and arrived at 8 key behaviours and 3 pitfalls which was shared in 2011.
has been using a reference subsequently.