HR得掌握這個技能：人員分析現在可以成為戰略性競爭優勢
工業工程師弗雷德里克泰勒在1911年發表了他的報告「科學管理」，該報告研究了鋼廠工廠工人的流動和行為，從而開始了這一趨勢。此後，公司已經部署了數千次參與調查，研究了最高領導者的特徵，對留存率和營業額進行了無數次評估，並建立了大量的人力資源數據倉庫。所有這些努力都是為了弄清楚「我們能做些什麼來讓我們的人們獲得更多收益？」
那麼現在這個域被稱為人員分析，它已經成為一個快速增長的核心業務舉措。一項題為「高影響力人物分析」的研究報告由Deloitte在去年11月由Bersin完成，發現69％的大型組織擁有人員分析團隊，並積極構建與人員相關數據的綜合存儲。
為什麼增長和為什麼業務勢在必行？幾個技術和商業因素相互碰撞使這個話題變得如此重要。
首先，組織擁有比以往更多的與人員相關的數據。由於辦公生產力工具，員工證章閱讀器，脈搏調查，集成的企業資源規劃系統和工作中的監控設備的激增，公司擁有大量關於員工的詳細數據。
公司現在知道人們與誰交流，他們的地點和旅行時間表，工資，工作經歷和培訓計劃。內置於電子郵件平台中的組織網路分析的新工具可以告訴正在與誰交流的領導者，用於音頻和面部識別的新工具識別誰處於壓力之下，以及攝像機和熱感測器甚至可以確定人們在他們身上花費了多少時間書桌。
可以認為，這些信息大部分都是保密和私密的，但大多數員工並不介意獲取這些數據的組織，只要他們知道正在改進他們的工作體驗，正如2015年會議委員會的研究所顯示的那樣，Big數據並不意味著大哥哥。雖然從5月25日起可執行的歐盟通用數據保護條例標準將會將隱私權和治理責任放在人力資源部門，但僱主正在加緊處理這些數據並小心處理這些數據。
其次，作為獲得所有這些數據的結果，公司現在可以學習重要而有力的事情。不僅高管們被迫就多元化，性別薪酬公平和營業額等議題進行報告，而且他們現在還可以使用人員分析來了解生產力，技能差距和長期趨勢，這些可能會威脅或創造業務風險。
例如，一個組織發現欺詐和盜竊事件是「具有傳染性」，導致同一樓層的其他員工在一定距離內出現類似的不良行為。另一種方法是使用情緒分析軟體來衡量組織中的「情緒」，並根據他們的溝通模式來識別具有高風險項目的團隊。
許多組織現在都在研究營業額，甚至可以通過監測電子郵件和社交網路行為來預測它，從而使管理人員能夠在辭職前指導高績效員工。組織現在使用分析和人工智慧或人工智慧來解碼職位描述，識別造成偏倚招聘池的單詞和短語，並防止性別和種族多樣性。製造商使用人員分析來識別可能發生事故的員工，而諮詢公司可以預測哪些人可能會因過多的旅行而被燒毀，而汽車公司現在知道為什麼某些團隊按時完成項目，而其他人則總是遲到。
因此，人工智慧進入領域，給予它更多的權力和規模。一個新的基於人工智慧的分析工具會向管理人員發送匿名電子郵件，詢問簡單問題以評估管理技能。通過其精心設計的演算法，它為管理人員提供了一套無需贅述的建議，並在短短三個月內將管理效率提高了8％。
據Sierra-Cedar 2017人力資源系統調查顯示，對於人力資源部門而言，人員分析現在是公司希望替換或升級人力資源軟體的首要原因。
但對於首席執行官，首席財務官和首席運營官來說，這更重要。當一個銷售團隊落後於其配額實現或者商店的銷售數字落後時，為什麼領導者不會問「我們可能能夠解決的團隊中的人員，實踐和管理者有什麼不同？」或者甚至更大問題是「如果我們想通過收購德國的某家公司來發展我們的業務，文化和組織的影響會是什麼？」這些關鍵的戰略問題都可以通過人員分析來解決。
這門學科的歷史是戰術性的，有點神秘。多年來，工業心理學家領導了這項工作，主要關注員工敬業度和營業額。然而，今天，該行業正在採取新的行動，將其精力重新集中在運營，銷售，風險和績效指標上。技術工具在這裡，公司已經有人工智慧工程師準備以強大而有預見性的方式分析數據。分析人士表示，這個領域將會持續增長，請記住，對於大多數企業而言，勞動力成本是資產負債表中最大和最可控制的支出。
底線很明顯：人們的分析現在可以成為戰略競爭優勢。專註於這一領域的公司可以出租，淘汰和淘汰競爭對手。
以上由AI自動翻譯。
Fredrick Taylor, an industrial engineer, started this trend in 1911 when he published his reportScientific 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, entitledHigh-Impact People Analyticsand 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.
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 BigBrother.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 theSierra-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.
TAG:HRSalon |