Human Resource Analytics

Human Resource Analytics

Aunesha Williams

FA2018 – MHRM 544 OA: Contemporary HRM Issues (Online)

Week 5 Review Paper

22/11/2017

Human resource analytics is where analytics processes are applied to an organization by the human resource department with the aim of improving both the employee and organization performance. The use of analytics data helps to solve problems in the organization by understanding the employees better. In this paper, I will talk about some of the valuable analytics and how they relate to optimizing organization and individual performance. According to me, I find the following as the best HR analytics, leadership analytics, employee performance analytics, corporate culture analytics, and employee churn analytics.

Starting with leadership analytics, it is always a challenging task to maintain good leadership by organizations. Through leadership analytics, one can identify various ways of having the best leadership performance where data from the field helps to identify good and bad practices. Through interviews with employees, survey and data from focus groups the top management and the human resource department can gather information about leadership performance.

Leadership analytics identifies the good and bad leadership practices in an organization from data obtained. Through the data, the human resource department is then able to correct where possible to ensure the best leadership practices. Leadership analytics plays a role in optimizing both employee and organization’s performance. Having a good leadership that motivates employees to perform better impacts positive performance thus the organization will grow (Kurtessis, J. N., Eisenberger, R., Ford, M. T., Buffardi, L. C., Stewart, K. A., & Adis, C. S. 2017). Poor leadership, on the other hand, is costly where employees can emulate bad practices which in turn they will not be productive to the organization. It is advisable for leaders always to take surveys to help obtain data the will help a business to fulfill its aims.

Employee performance analytics seeks to explain the output of human resource. Therefore, individual strengths and weaknesses can be identified and hence the strengths are rightfully rewarded while the weaknesses are offered training order to up their game. The measurement of employee performance through non-conventional methods ensures employee morale is boosted and thus motivating them to achieve even higher targets that lead to optimal performance as well as the optimal performance by the employee (Sharma, A., & Sharma, T. 2017. Use of employee performance analytics improves the quality of employees absorbed into the organization. Analytics helps it to give priority to the most qualified candidates and ensuring the HR obtain most competent talents in the market. Employees that are high performing are appraised while those that may be underperforming are offered training instead of being fired. This, in turn, leads to higher employee retention ratios rather than turnover. The performance of both the human resource and the entity is optimized.

Corporate culture analytics involves an assessment of the different types of ways of life that exist within the organization. Organization culture should be a set of shared beliefs and practices within an entity. The corporate culture should be consistent with that of all stakeholders especially the employees. Data can be obtained by analyzing customer service conversations. Corporate culture has several effects on employees’ organizational performance. It helps employees understand the past, present, and future of the organization and thus know what is expected of them concerning behavior. When corporate culture is shared that is acceptable to employees, they work towards achieving the objectives of the organization. Corporate culture also forms a framework for control in that it regulates employees such that even in the recruitment process only candidates with similar culture are hired plus it curbs bad behavior (Kumar, A., & Möller, K. 2018). Finally, certain organizational cultures may be deemed to yield better performance than others. From the above, it is evident that corporate culture has an effect on both employees and the organization thus need to be maintained.

The last on is Recruitment channel analytics which involves of doing a background check of where your employees were previously employed and which are the best effective recruitment ways to use. Also assessing the qualifications and skills is part of talent management. This will involve checking the historical value of employees and the output capability of each employee. Given that human resource is the most useful asset in an organization there’s need for improved recruitment process and retention in addition to employee engagement (Jøranli, I. 2018). This, in turn, leads to operational and financial optimization in an organization. Talent management, therefore, requires that there is top level commitment; congruence between the strategic goals of an entity and the talent management.

From the above four analytics, we can say analytics play a major role in human resource and boosting the company’s productivity by optimizing the employees. Relating to the above work where we can say that obtaining data is the key factor in analytics and without data from the field or inside the organization then it is difficult to determine best practices. Generally, HR analytics, make the management to understand business operations and through this, they can plan on how to optimize the talents to improve the organizations’ performance in return. Also, the data improves business processes and functions where from the reviews the HR can be able to correct bad practices and have good practices implemented. In the trending world, many organizations use HR analytics to hire, recruit and retain their employees by giving them the right requirements.

Generally, the analytics data plays a key role when it comes to decision making by the human resource department and the top management, and their decisions are shaped by the data. In conclusion, HR analytics is very important, and all company should carry out this exercise since most of the analytics benefit both the organization and the employee. There is a widespread adaptation of HR analytics, and about 77% of companies in the U.S carry out analytics. The innovative changes in analytics and technological advancement where the survey can be done online makes it interesting to be part of the human resource management.

References

Jøranli, I. (2018). Managing organisational knowledge through recruitment: Searching and selecting embodied competencies. Journal of knowledge management, 22(1), 183-200.

Kumar, A., & Möller, K. (2018). Extending the Boundaries of Corporate Branding: An Exploratory Study of the Influence of Brand Familiarity in Recruitment Practices Through Social Media by B2B Firms. Corporate Reputation Review, 21(3), 101-114.

Kurtessis, J. N., Eisenberger, R., Ford, M. T., Buffardi, L. C., Stewart, K. A., & Adis, C. S. (2017). Perceived organizational support: A meta-analytic evaluation of organizational support theory. Journal of Management, 43(6), 1854-1884.

Ramdhani, A., Ramdhani, M. A., & Ainissyifa, H. (2017). Conceptual Framework of Corporate Culture Influenced on Employees Commitment to Organization. International Business Management, 11(3), 826-830.

Sharma, A., & Sharma, T. (2017). HR analytics and performance appraisal system: A conceptual framework for employee performance improvement. Management Research Review, 40(6), 684-697.