Identify Your HR Needs To Determine The

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 Last year, analyst Josh Bersin noted in a Forbes article that his studies have shown 69% of

companies are embarking on a people analytics strategy. However, many human resource (HR)

leaders constantly intermingle people analytics with workforce analytics and talent analytics.

Although the terms might mean the same thing in people’s minds, there is a ne distinction
among the three.

In order to understand the difference, it is necessary to go back a few years and look at some of the

prior drivers that pushed HR technology into the current era. Although the rst human resource

information system (HRIS) was introduced back in 1987, it was really the introduction of workforce

planning and talent management solutions that gave both clients and vendors the current road map
for development, innovation and practice.

The Evolution Of Workforce Planning And

Talent Management Solutions
Workforce planning had its genesis from the simple practice of building organizational charts. This

gave companies the ability to visualize their employees and open positions in a hierarchical and
understandable format. It was this hierarchical construction that allowed the obtaining and rolling up

of key workforce data by various lters, such as department and location, as well as seeing where

the most critical hiring needs were.

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 The data workforce planning generated was always static, however, in that it showed only the

situation at a current point in time. Some of the more progressive companies in the space, such as

Ingentis, Aquire Solutions and HumanConcepts, started to present reports that could trend this data

over time, which led to the advent of workforce analytics. But workforce planning or analytics was

not designed to follow the life cycle of employees — that came with the introduction of talent
management solutions from such pioneers as SAP SuccessFactors, HRsmart, Taleo and

Cornerstone OnDemand.

Incorporating the ve stages of an employee in an organization, talent management solutions track

employees from their status as job candidates through hiring and onboarding to provide

methodologies that measure performance and develop career plans. All along the way, these
solutions provide metrics on both individual achievement and the progress of groups of employees

in aggregate.

As with workforce planning, this information was originally presented solely as static data. And

although the applications can provide some primitive analytics for each cycle, most of what is

provided does not go across all the various cycles to capture a complete and holistic view.

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Gaining A Full View With People Analytics

People analytics has evolved to combine elements of workforce planning and talent management by

providing consumers with that holistic and hierarchical workforce view, while also allowing the
trending to go through all the phases of the talent life cycle.

By aggregating all relevant HR data, both from internal systems and external big data benchmarks,

into key metrics, people analytics provides rich historical trending that can project into the future and

provide top-level and granular projections of where an organization is heading. Then, by analyzing

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 that historical data, predictive models can be built out to see which changes in current practice

forecast the best results.

People analytics can also fold nancial data into projections. Despite having ownership of an

organization’s most valuable asset — its employees — HR has often had a di cult time being

included in the most important business decisions. However, by having the ability to apply monetary

weights to their actions, accomplishments and investments, human resource leaders can gain
needed credibility by showcasing nancial returns.

Finally, the incorporation of arti cial intelligence (AI) enables analytics to be built on repetitive

calculations. With AI-based machine learning, those calculations can not only be run ad in nitum,

but can also be programmed to correct themselves. Thus, models become more intelligent as they

rule out negative eventualities. Natural language-based commands pick up nuance and slang. And

corrections are made intelligently to any awed calculations.

Click here to continue reading Tom McKeown’s article.

by Third Party

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