Strategic Employee Management: Integrating Sentiment and Skills Analysis for Maximum Impact

Strategic Employee Management: Integrating Sentiment and Skills Analysis for Maximum Impact

In the dynamic realm of modern workplaces, the heartbeat of any organization resonates within its workforce. However, an alarming statistic reveals that a significant 70% of employees feel unheard at work, leading to repercussions such as diminished morale, elevated turnover rates, and untapped potential (Source: SHRM). This underscores the urgency for a holistic approach to talent management.

The strategic management of human capital has risen to paramount importance in achieving organizational success, particularly with the advent of transformative technologies like AI, which enhances the efficiency and effectiveness of workforce data analysis. In the AI era, analyzing workforce data has evolved beyond being a mere trend; it is now an integral component of daily operations, providing HR and company leaders with the capability to swiftly assess vast amounts of data for informed decision-making.

A compelling illustration of this transformation is the convergence of sentiment analysis and skills analysis, offering unprecedented insights into workforce dynamics.

From Unheard to Empowered

Effectively addressing the challenge of unheard employees involves a strategic and comprehensive approach. Integrating advanced sentiment analysis provides organizations with real-time insights into the emotions, concerns, and satisfaction levels of their workforce. This proactive method enables leaders to foster an inclusive environment, promote open communication, and address concerns before they escalate.

By leveraging AI-powered sentiment analysis, organizations not only detect patterns and sentiments but also understand the underlying issues, allowing for targeted interventions that shift the organizational culture toward inclusivity and adaptability. This strategic use of sentiment analysis not only improves the immediate work environment but also anticipates and addresses future challenges, creating a resilient and empowered workforce.

Beyond Sentiments to Skills

Knowing your employees’ sentiments is crucial, but for a comprehensive understanding of the workforce, organizations must delve deeper into their skills, competencies, and aspirations. Identifying skill gaps allows organizations to provide personalized learning recommendations, addressing specific weaknesses and enhancing overall proficiency. Understanding teams’ strengths and weaknesses enables targeted upskilling and restructuring initiatives, optimizing team performance and cohesion.

EDLIGO Talent Analytics AI-Powered Platform

 Moreover, having insights into the skills essential for project success empowers organizations to strategically allocate resources, ensuring projects are staffed with the right expertise for optimal outcomes. This multifaceted approach not only addresses current challenges but also positions organizations to proactively navigate future workforce dynamics.

The Synergy of Sentiment and Skills

The integration of sentiment and skills analysis creates a comprehensive understanding of the workforce, going beyond addressing emotional well-being to identify correlations between sentiments and performance. This approach facilitates tailored talent management strategies, nurturing employee satisfaction while aligning individual skills with organizational goals.

Imagine a dynamic dashboard that provides a holistic view of your workforce, enabling organizations to not only comprehend their current state but also forecast and shape the future. In this era of talent intelligence, the synergy between sentiment and skills analysis empowers organizations to proactively plan for skill development, anticipate shifts in employee engagement, and strategically position themselves for the evolving workplace landscape. This integrative approach ensures organizations not only respond to the present but also prepare for future challenges and opportunities, fostering a workplace culture that values both the emotional well-being and professional growth of its employees.

From Data to Decisions: Navigating the Future of Work

As organizations navigate the complexities of the future of work, the integration of sentiment and skills analysis becomes more than a choice—it evolves into a strategic imperative. This transformative approach addresses the challenge of unheard employees while harnessing the unique skills of each individual, fostering a workplace characterized by unlocked potential, heightened morale, and soaring productivity.

In response to this imperative shift in talent management, EDLIGO and Luminoso, industry leaders in talent management and experience management respectively, join forces in a strategic alliance.

Luminoso Technologies, with over a decade of expertise in AI-powered text analytics, transforms complex text data into actionable insights. Originating from the MIT Media Lab, Luminoso is dedicated to enhancing and fast-tracking decision-making by deciphering customer and employee sentiments.

Luminoso Technologies, with over a decade of expertise in AI-powered text analytics, transforms complex text data into actionable insights. Originating from the MIT Media Lab, Luminoso is dedicated to enhancing and fast-tracking decision-making by deciphering customer and employee sentiments.

On the other front, EDLIGO GmbH, a leader in AI-powered Talent Analytics, provides a comprehensive solution for data-driven talent management, recognized globally for innovation and impact. With a strong track record, EDLIGO empowers organizations in over twenty countries with a platform serving more than 2 million users and backed by 17 patents. In 2023, EDLIGO was acknowledged as one of Germany’s top three most innovative mid-sized software companies.

 

The collaborative force of EDLIGO’s advanced Talent Analytics and Luminoso’s natural language understanding expertise captures the workforce’s pulse, propelling talent management to new heights through the synergy of data analytics and sentiment insights.

Contact us to discover more about how this collaboration works!

Effective Project Staffing Strategies for Professional Services Organizations

Effective Project Staffing Strategies for Professional Services Organizations

The Consulting and Business Services industry is experiencing a slowdown in revenue growth, with predictions indicating a further decline. Despite this, there is an increasing expenditure per employee (source: Statista). This shift underscores the importance for organizations to strategically optimize their workforce and streamline work organization in response to the evolving economic landscape.

Consulting and Business Services industry is experiencing a slowdown in revenue growth
Increase of expenditure per employee

In today’s dynamic business landscape, organizations recognize the urgent need for robust workforce planning, executive transitions, and project staffing. Deloitte’s 2024 Global Human Capital Trends survey reveals that 74% of respondents consider it crucial to explore improved methods of measuring employee value and performance beyond traditional productivity. However, the pace of change in this realm has been slow, with only 17% indicating that their organizations effectively evaluate individual employee value.

Gartner’s top HR priorities 2024 report signals a shift in HR concerns, with 75% expressing worries about managers being overwhelmed by expanding job responsibilities, impacting efficiency.
This context highlights the significant challenges organizations face in talent management, leadership development, and strategic workforce planning. The intricacies of today’s business environment, marked by market volatility and evolving skill demands, necessitate innovative and data-driven approaches to talent management.

As client expectations evolve and market dynamics become more unpredictable, organizations are compelled to cultivate robust talent management strategies. In this article, we delve into the current professional services landscape, emphasizing the critical need for talent management and effective project staffing.

The Landscape of Professional Services Today

The professional services sector is undergoing significant transformations, marked by increasing client demand and market volatility. Organizations proficient in delivering a mix of services face the challenge of optimizing new pricing options and measuring outcomes like profitability, requiring innovative technology approaches. The hurdle lies in their existing internal systems, primarily designed for straightforward customer project delivery processes. A common deficiency is the absence of a unified view encompassing all services, individual client needs, and the people working with these clients.

Achieving this demands accurate data integration, enabling critical capabilities such as process automation, predictive analytics, and forward-looking talent management. By adopting a people-centric and skills-based approaches and strategically rethinking their digital foundation, organizations can usher in new business models, attracting customers and fostering revenue growth. This shift also shapes a workplace culture aligned with current priorities, emphasizing simplified work experiences, increased productivity, efficient processes, collaborative interactions, and impactful business contributions.

To thrive in this environment, organizations must adapt their project staffing approaches. The traditional methods no longer suffice, necessitating a closer look at talent management strategies that align with the dynamic nature of modern projects. The rise of automation and AI is reshaping the way organizations attract and retain talent.

Key Components of Effective Project Staffing

In the realm of effective project staffing, the landscape is undergoing a transformative shift, emphasizing strategic alignment, operational excellence, talent potential discovery, and profit margin enhancement. Navigating this change requires a nuanced understanding of key components that contribute to successful talent management in professional services:

1. Conducting Skills Assessment:

In the realm of effective project staffing, skill assessment is a critical component, ensuring a strategic alignment of talent with project needs. This involves identifying and evaluating both technical and soft skills of potential team members. The process also considers the need for additional training, supporting team members in acquiring new skills essential for the project. Emphasizing experience and domain expertise, this holistic approach ensures the team possesses the necessary knowledge to tackle project challenges, fostering operational excellence and success.

2. Evaluating Resource Availability:

This involves a comprehensive evaluation of team members’ time commitments and consideration of their existing workloads, along with an assessment of their capacity to take on additional tasks. The process is further streamlined by clearly defining roles and responsibilities for each team member, ensuring a structured and efficient allocation of resources within the project team.

3. Defining Project Scope and Objectives:

Defining the project scope and objectives clearly is critical for effective project staffing. This clarity ensures staffing decisions are directly aligned with the project’s specific needs and goals. By matching team members’ skills and expertise with the project’s requirements, managers establish a focused and efficient team poised to meet the project’s objectives. This strategic alignment facilitates a purpose-driven approach to project execution, enhancing the potential for success.

4. Organizing Resource Allocation:

Efficient allocation involves a delicate balance, distributing workloads among team members to prevent overloading while averting understaffing in critical tasks. This strategic approach requires careful alignment of staffing decisions with the project timeline, ensuring that the team’s capabilities match the project’s evolving needs. Equally important is securing commitments from team members for the required duration of the project, minimizing the risk of disruptions due to unexpected departures.

5. Conducting Risk Management:

The initial step involves a thorough identification of potential risks associated with the chosen team composition. By anticipating challenges related to skills, availability, or unforeseen circumstances, project managers can proactively address vulnerabilities. A crucial facet of this process is the development of contingency plans, strategically crafted to mitigate risks and ensure project continuity in the face of unexpected developments.

6. Monitoring Performance:

Establishing robust mechanisms to monitor the performance of team members is crucial, providing insights into individual and collective contributions. Regular feedback loops are integral, offering constructive insights that support continuous improvement within the team. Beyond individual assessments, periodic evaluations of the overall effectiveness of the project team are essential, ensuring alignment with project goals. Project managers must maintain a proactive stance, being willing to make adjustments to staffing, when necessary, based on evolving project progress and unforeseen changes.

EDLIGO‘s Project Staffing module provides organizations with the ability to rapidly pinpoint suitable candidates through customizable criteria and AI-powered search functionalities. The Project Planning Assistant enables managers to assemble ideal project teams by specifying roles, locations, durations, and required competencies. An advanced scoring system aids in identifying the most appropriate employees for specific roles, thereby facilitating seamless cyclical planning and workforce optimization.

Watch Project Staffing Demo here

Furthermore, EDLIGO offers a robust framework for assessing and monitoring project health and associated risks, employing key metrics such as competencies, satisfaction levels, engagement rates, and potential flight risks. This holistic view allows for a nuanced comparison of performance and risks, empowering organizations to make informed decisions and adjustments proactively.

Pioneering Talent Management Excellence

In the ever-evolving landscape of professional services, organizations face a strategic imperative—mastering effective talent management and staffing. The shift towards skills-based and data-driven approaches is essential for organizational agility and meeting dynamic client expectations.

However, the implementation of skills-based talent management introduces unique challenges, as highlighted by Gartner’s insights, including managerial overwhelm and perceived leadership unreadiness. A profound understanding of these obstacles is crucial for organizations seeking to revolutionize their talent management and excel in the dynamic professional services arena.

To surmount these challenges, organizations are turning to cutting-edge solutions powered by advanced analytics and AI-driven insights. These technologies revolutionize talent management by furnishing actionable data, refining workforce planning, and optimizing project staffing strategies. In embracing these innovations, organizations position themselves at the forefront of talent management excellence, ready to thrive in the face of industry evolution.

Navigating the evolving landscape of talent management necessitates a deep understanding of the critical elements that drive success in professional services. In this context, EDLIGO emerges as a transformative solution, leveraging AI and advanced analytics to assist organizations throughout the entire process—from assessment and staffing to the monitoring of project health. This innovative approach ensures organizational agility, enhances efficiency, and secures long-term success amidst the fluctuating dynamics of the marketplace.

Effective project staffing is no longer just a necessity but a strategic differentiator for professional services organizations. The current landscape necessitates a departure from traditional approaches, urging organizations to embrace innovative talent management strategies. By emphasizing advanced analytics and focusing on key components such as strategic alignment, operational excellence, hidden talent potential, and profit margin enhancement, organizations can position themselves for success in the face of a rapidly evolving industry.

EDLIGO‘s dynamic and integrated approach further supports these efforts, offering efficient solutions for talent acquisition and workforce planning. In navigating the complexities of the professional services sector, the integration of cutting-edge technologies and strategic talent management practices becomes paramount, ensuring agility, efficiency, and sustained success amidst dynamic shifts in the market.

EDLIGO Project Planning Assistant Talent Analytics

FREE GUIDE

Operational Excellence in Consulting and Professional Services Organizations

Empower your organization, download this free guide on Talent Transformation, leading the way to operational excellence in consulting and professional services organizations

EDLIGO Talent Analytics Wins GOLD in Brandon Hall Group’s Excellence in Technology Awards 2023

EDLIGO Talent Analytics Wins GOLD in Brandon Hall Group’s Excellence in Technology Awards 2023

The 2023 Brandon Hall Group Excellence in Awards™ are given for work in Learning and Development, Talent Management, Talent Acquisition, Human Resources, Sales Enablement, Future of Work, and Education Technology.

EDLIGO, a leader in innovative AI-Powered Talent Analytics, won a coveted Brandon Hall Group Gold award for excellence in the Talent Management for Best Advance in Talent Management Measurement/Business Impact Tools category.

EDLIGO ‘s win was announced on December 7, 2023. The winners are listed at https://excellenceawards.brandonhall.com/winners/

EDLIGO’s achievement of the prestigious Gold award in the Talent Management category of the Brandon Hall Group Excellence in Technology Awards is a testament to our commitment to innovation, exceptional teamwork, and advancements in AI for Talent Management and Analytics. Through the seamless collaboration of our dedicated team, our customers, and our partners, EDLIGO continues to redefine the landscape of talent management with the integration of cutting-edge AI developments. This award, in this year’s edition with focus on measurement and business impact, solidifies our position as a leader in technological excellence, providing organizations with transformational solutions to make impactful data-driven decisions in talent management.

Winning the Gold award in the Talent Management category, our third recognition by the Brandon Hall Group Excellence in Technology Awards, is a tribute to the dedication and innovation spirit of the entire EDLIGO team, collaborating closely with our customers and partners. This achievement underscores our commitment to transforming talent management processes through the effective use of AI-powered analytics, embracing the new and emerging needs of a modern workplace, and ensuring organizations can make informed decisions, empower their workforce, and stay ahead in the ever-evolving landscape of the Future of Work.” – said Dr. Lassaad Essafi, CEO of EDLIGO.

In our 30th year, the Excellence in Technology Awards continue to showcase the best innovations in learning, talent management, talent acquisition, HR, workforce management, and sales enablement technologies. We are proud to receive applications from a diverse range of organizations globally, reflecting the ever-evolving landscape of technology solutions.” – said Brandon Hall Group Chief Operating Officer Rachel Cooke, leader of the Excellence Awards program.

Entries were evaluated by a panel of veteran, independent senior industry experts, Brandon Hall Group analysts, and executives based upon these criteria: fit the need, program design, functionality, innovation, and overall measurable benefits.

Our awards program is distinguished by the thorough evaluation process led by industry experts. Judges meticulously score each entry, and our executive leadership team at Brandon Hall Group reviews and validates the judging and scoring. The level of the award is solely determined by the number of points, ensuring a fair and unbiased recognition of excellence in technology,” said Brandon Hall Group Chief Executive Officer Mike Cooke.

 

About EDLIGO

EDLIGO Talent Analytics is an AI-powered frontrunner solution for data-driven talent management and workforce planning. It helps organizations make the right talent management decisions by leveraging the power of data and AI and provides precise measures of talent management’s impact on business success.

EDLIGO has a strong track record, with customers successfully using our platform in more than ten countries, with more than 2 million users, and with more than 15 patents filed. In 2023 EDLIGO was recognized as one of Germany’s 3 most Innovative mid-sized companies in software. EDLIGO offers an advanced AI-powered comprehensive Talent Analytics solution for data-driven talent management, workforce planning, competency management, employee experience management, ESG and DEI compliance.

 

About Brandon Hall Group

Brandon Hall Group is the only professional development company that offers data, research, insights, and certification to Learning and Talent executives and organizations. The best minds in Human Capital Management (HCM) choose Brandon Hall Group to help them create future-proof employee development plans for the new era.

For over 30 years, we have empowered, recognized, and certified excellence in organizations worldwide, influencing the development of over 10 million employees and executives. Our HCM Excellence Awards program was the first to recognize organizations for learning and talent and is the gold standard, known as the “Academy Awards of Human Capital Management.”

The awards recognize the best organizations that have successfully developed and deployed programs, strategies, modalities, processes, systems, and tools that have achieved measurable results. We are honored to receive applications from organizations worldwide ranging from small, medium, large, and global enterprises to government, not-for-profits, and associations.

Talent Analytics Implementation: Key Levers for Success

Talent Analytics Implementation: Key Levers for Success

In today’s highly competitive business landscape, organizations are constantly seeking ways to gain a competitive edge. One of the most valuable assets for any company is its talent pool. Companies that can attract, develop, and retain top talent are more likely to succeed in the long run. As per Gartner’s findings, in 2023, the workforce has emerged as one of the top three priorities for CEOs, highlighting a growing awareness among organizational leaders regarding the significance of talent strategy.

However, Gartner’s data reveals that only 32% of HR leaders report that their HR strategic planning process is fully integrated with the business’s planning process. This statistic highlights a significant gap in the alignment between HR strategies and broader organizational planning.

Moreover, based on Deloitte’s report, an alarming statistic reveals that only 10% of executives can effectively anticipate the skills they will require for their workforce over the next three years. This low level of foresight underscores a critical challenge faced by leaders: the lack of comprehensive workforce data necessary to make informed decisions about talent management and strategy.

This is where Talent Analytics comes into play. Talent Analytics can help organizations make data-driven decisions about their workforce, leading to better hiring, improved employee engagement, and increased productivity. However, to successfully implement Talent Analytics, several key components are required. In this article, we will explore what it takes to implement Talent Analytics effectively.

1. Data Infrastructure

One of the foundational requirements for implementing Talent Analytics is a robust data infrastructure. This includes collecting and storing relevant data on employees, applicants, and the talent acquisition process itself. The data can come from various sources, such as applicant tracking systems, HR databases, performance reviews, and even external sources like social media and industry benchmarks. It’s essential to ensure data accuracy, security, and compliance with data privacy regulations (e.g., GDPR or CCPA).

Moreover, proactive data governance strategies, including regular audits and compliance checks, should be in place to maintain data accuracy, protect sensitive information, and adhere to evolving data privacy regulations. This meticulous attention to data infrastructure safeguards the reliability of insights derived from Talent Analytics, ensuring informed decision-making throughout the organization.

Effective Talent Analytics integration necessitates collaboration between HR and cross-functional teams, including finance, operations, and marketing, to align with broader organizational strategies. For example, when confronted with workforce turnover, this cross-functional collaboration empowers teams to analyze HR data alongside financial, operational, and market insights, leading to the development of comprehensive retention strategies in harmony with overall business goals.

In addition to the foundational data mentioned above, another critical component of Talent Analytics implementation is skills data. Understanding the skills possessed by employees, as well as the skills required for various roles within the organization, is paramount. This data enables organizations to bridge the gap between their current workforce capabilities and future skill needs, aligning talent strategy with business objectives effectively.

Skills data can be collected through skills assessments, training records, certifications, and performance evaluations, providing valuable insights into workforce competencies and areas for development. Integrating skills data into Talent Analytics enhances the ability to make strategic decisions related to skills development, succession planning, and talent acquisition, ultimately contributing to a more agile and competitive organization.

2. Analytics Platforms and Technologies

To harness the power of Talent Analytics, organizations need the right tools and technology. This includes specialized analytics software and platforms designed for HR and talent management. These tools should be capable of processing large datasets, conducting advanced statistical analysis, and generating meaningful insights. Cloud-based solutions can provide scalability and accessibility, enabling HR teams to access data and insights from anywhere.

One such platform is EDLIGO Talent Analytics, which stands as an innovative AI-powered solution poised to reshape talent management. With features that enable comprehensive competency assessment, stimulate a growth mindset, and maximize ROI from Learning and Development, EDLIGO empowers organizations to identify, retain, and develop top talent while enhancing the overall employee experience. Its seamless integration capabilities, coupled with a commitment to data privacy, ensure that HR leaders can harness the power of data and AI to make impactful talent management decisions, setting the stage for future-ready workforces aligned with business goals.

3. Skilled Workforce

Having the right technology is essential, but it’s equally important to have a skilled workforce capable of utilizing Talent Analytics effectively. HR professionals need training and development in data analysis, statistics, and data visualization to make sense of the data generated by analytics tools. Additionally, data scientists and data analysts can play a crucial role in extracting actionable insights from complex data sets.

To gain essential expertise in Talent Analytics, you can explore courses and certifications available at AIHR Academy. AIHR Academy has partnered with EDLIGO, offering a 20% discount on their programs, which you can access through a provided link https://www.aihr.com/partner/edligo/. These courses cover a range of valuable topics in Talent Analytics, enabling you to enhance your skills and knowledge in this field.

One such offering is the People Analytics Certificate Program, designed to elevate your career by equipping you with the skills, knowledge, and practical experience required for successful People Analytics projects that drive pivotal talent and business outcomes. This comprehensive program covers a range of critical topics, including data-driven business impact, analytics implementation, basic statistics, self-service dashboards, and the art of storytelling with data.

AIHR Academy EDLIGO Partner get 20% off

4. Clear Objectives and Key Metrics

Before diving into Talent Analytics, organizations must define clear objectives and key metrics. What are the specific talent-related challenges the organization wants to address? These could include reducing turnover, improving employee engagement, identifying high-potential employees, or optimizing the hiring process. By setting clear goals and key performance indicators (KPIs), organizations can measure the impact of their Talent Analytics initiatives.

Here are some of the most useful HR metrics that every company should consider tracking:

  • Skills Gap Analysis: Identify the disparity between the skills employees possess and the skills required for their roles. This analysis can inform targeted training and development initiatives
  • Skills Inventory: Maintain a comprehensive database of employees’ skills, competencies, and certifications to better match employees with projects and opportunities.
  • Turnover Rate: Measure the rate at which employees leave the company voluntarily or involuntarily. This metric helps assess talent retention efforts.
  • Employee Engagement Score: Evaluate employee satisfaction, commitment, and motivation, which directly impact productivity and retention.
  • Diversity and Inclusion Metrics: Track diversity in hiring, promotions, and retention to promote a more inclusive workplace and diverse talent pool.

To learn more about HR Metrics, watch our webinar about HR Metrics and Analytics: Driving Business Strategy with Talent Data. Accomplished HR thought leaders and practitioners— Emma Smith (The Horsey HR Lady), Konstantin Tskhay, PhD (Tskhay & Associates, Inc.), and Reimund Nienaber (EDLIGO Talent Analytics and Learning Analytics)—will share how you can leverage HR Metrics and Talent Data to drive your business to its full potential.

5. Ethical Considerations and Data Privacy

As organizations collect and analyze employee data, ethical considerations and data privacy become paramount. It’s crucial to establish ethical guidelines and ensure compliance with data protection laws. Transparency and communication with employees about data usage and privacy are also essential to maintain trust and transparency within the organization.

Beyond regulatory compliance, addressing ethical considerations and data privacy also plays a pivotal role in mitigating risks and safeguarding the organization’s reputation. Instances of data breaches or unethical data handling can result in legal repercussions and severe damage to the company’s image. By prioritizing ethical data practices and maintaining transparent communication with employees, organizations not only uphold their legal obligations but also protect their brand integrity and trustworthiness in the eyes of both employees and the public.

6. Continuous Improvement

Talent Analytics is not a one-time project; it’s an ongoing process. Organizations should continually monitor and refine their Talent Analytics initiatives based on the insights they generate. Regularly reviewing the effectiveness of talent strategies and adjusting them as needed will lead to better outcomes over time.

Continuous improvement in Talent Analytics is essential for organizations to stay adaptable in rapidly evolving environments. Market dynamics, technology advancements, and workforce preferences are constantly changing. By regularly reviewing and adapting Talent Analytics initiatives, organizations can remain agile and responsive. This adaptability enhances the organization’s ability to thrive in an ever-changing business landscape and secure a competitive advantage.

In the pursuit of maintaining ethical and responsible utilization of AI-powered Talent Analytics, it is imperative that we remain cognizant of the evolving legislative landscape. In March 2023, the European Union introduced the Artificial Intelligence Act, an all-encompassing framework for regulating AI. Updated in June 2023, it emphasizes data quality, transparency, and accountability across diverse industries. The Act classifies AI into four risk tiers, imposing strict regulations on high-risk applications while permitting low-risk AI with minimal constraints. Though contested by some European companies, the EU persists in its mission to establish a robust AI regulatory framework in line with European values.

Implementing Talent Analytics is a strategic move that can provide organizations with a significant competitive advantage in the modern business world. However, it requires careful planning, investment in technology and skills, and a commitment to ethical data practices. By incorporating Talent Analytics into their HR and talent management strategies, organizations can make more informed decisions, optimize their workforce, and ultimately achieve better business outcomes.

Moreover, AI-powered Talent Analytics supports the development of skills-based talent management in organizations, allowing them to precisely match employees’ skills with specific roles and projects. EDLIGO, with its advanced AI capabilities, can facilitate this process, enabling organizations to harness the full potential of their workforce and drive greater efficiency and innovation.

AI versus People Analytics: How AI is destined to change People Analytics

AI versus People Analytics: How AI is destined to change People Analytics

By Konstantin Tskhay, Ph.D. 

The world has changed.  

Over the last 6 months, we have seen an emergence of AI technology taking the average consumer by storm. Its applications do not stop at asking ChatGPT to provide us with a definition for a word we could find on Google anyway. AI can code, AI can create decks, and AI can integrate multiple images to create our LinkedIn headshots 

The applications of AI are vast 

And new applications are emerging daily—life and work as we know it is changing.  

Indeed, Bain & Company recently released a study estimating that up to 40% of management jobs will be disrupted by AI. This means tasks you hated doing will disappear and become streamlined, allowing you to create more space for strategy, reflection, and thinking about improving businesses.  

This, of course, creates an interesting conundrum for People Analytics.  

On the one hand, People Analytics is a very, very new discipline designed to process data for strategic decision-making about human capital. On the other hand, because People Analytics is all about data; and AI can process more data and do it faster.  

So, what is the role of the People Analytics function, then? 

Think about it:  

As an executive, I don’t need to go to my people analytics leader and ask them for a dashboard to understand my turnover. I can ask my AI engine:  

“Draft a voluntary turnover chart using the data in our HRIS, annualize it, and create three scenarios for turnover for the rest of the fiscal year. Once done, break down the data by gender and level to help me understand whether we are losing people in certain groups more than others. Create graphs and interpretation of results in plain English and make action recommendations.” 

Voila.  

You look at your screen, and after a few seconds (or maybe minutes) of thinking, your chat produces a short, straight-to-the-point overview of turnover. With Graphs! With recommendations! 

Even more incredible is that your board of directors has access to the same technology, asking the same exact questions simultaneously, helping them advise you continuously versus reacting to what is presented in the quarterly meeting.  

What is the role of People Analytics, then? 

  • Connect datasets? Data engineering can get this process done.   
  • Analysis? AI is running all the predictive models and evaluates them.  
  • Data storytelling? Perhaps, but here we are looking at consulting rather than technical skills.  

AI becomes your Technician. It takes the technical work off the hands of the People Analytics team.  

So, what is left then? 

Technicians can’t work in a vacuum; they need two other roles: direction and management.  

Thus, we are left with Entrepreneurs and Managers. Or put together product managers. These are the people who oversee the work of AI, ensure the high quality of the inputs and outputs, and think about new ways to use AI to drive business outcomes via strategic and effective deployment of your people.  

They are less interested in technical specs and more focused on the customer—the business.  

The role becomes less technical and less focused on the grind of delivery. It’s built around research, exploration, and entrepreneurship. It starts to attract different personalities. People who want to disrupt the status quo and create new solutions. It becomes a playground where all ideas are considered, and the best ones survive.  

But as we ponder this beautiful new future, can we still call this work People Analytics?  

Or should we call it something else?  

No, I don’t think that AI will exterminate People Analytics as a function.  

I do think that it will change it into something completely different from what we see today.  

About The Author:

Konstantin Tskhay, Ph.D.

Konstantin is a Founder and Managing Partner of Tskhay & Associates, Inc., a boutique people analytics and people operations consulting firm. Throughout his career, Konstantin worked with multiple clients across Canada, the US, and Europe in different industries, helping them develop talent strategies, retain their talent, boost engagement, and fuel performance via advanced people analytics. Before starting his own firm, he worked as a management consultant at Deloitte, as Chief of Staff and as Vice President, Organizational Effectiveness at Top Hat, a Canadian Education Technology Success Story, and as a Research Scientist at the University of Toronto.

Follow Konstantin on LinkedIn: https://www.linkedin.com/in/konstantintskhay/

Tskhay & Associates, Inc.: https://tskhayandassociates.com/ 

 

Konstantin People Analytics
The Horsey HR Lady collaborates with EDLIGO Talent Analytics

Watch the insightful webinar with Konstantin Tskhay, Ph.D.

HR Metrics and ISO 30414: Elevating Your HR Insights

HR Metrics and ISO 30414: Elevating Your HR Insights

Most organisations will use HR Metrics. They are things like sickness absence rates, employee turnover (how many people are leaving) and where our job applicants find out about our vacancies.

Fewer people are aware of ISO 30414:2018 – Human resource management – Guidelines for internal and external human capital reporting. This is a lengthy way of saying it’s a standard on HR Metrics and reporting. As an international standard, it brings with it a wealth of benefits, not least of which is an external certification saying you meet the standard.

But why am I interested in this?

Over the course of my career, I have contributed to or written entirely, HR reports that are provided to the Board, senior managers etc. I’ve built dashboards in Excel to make managing the reporting easier and worked with IT Directors to begin to use the business reporting mechanism.

In my experience, HR reports are a couple of lines of text and then some graphs highlighting some metrics. Yet they can be so much more! Metrics within HR interlink with each other but also with other departments and that is where the real power of metrics is, consider this from my experience:

A manager is constantly recruiting staff, using any agency that waves a CV in his email, using a test HR wasn’t allowed to see and planning a restructure (that HR wasn’t involved in). In a senior management meeting, I explained that the recruitment budget is gone. It has been wiped out 2 months into the financial year. The preceding slide to this was employee turnover. This manager had a 70% employee turnover rate in a team of 10. On average a new recruit to this team was about £10,000. The restructure was adding 4 more positions to the team to cover shift work.

There were low employee engagement scores, a low number of near-miss incidents being reported, an increase in accidents and poor reports from the agencies that said people wouldn’t work for the company.

The outcome of this was the Finance Director moved budget from the manager’s budget back to my budget so the rest of the organisation could use agencies that year, the entire recruitment process in the team was reviewed and improved, the team were re-briefed about near miss reporting and the manager was asked to attend some training to deal with how the team was run. It gave me a basis to start working with the other departments on how to better support them – one of those initiatives was to install an IT help desk system into the HR department to see the volume of work coming in and to automate some manual processes making them GDPR compliant in the process.

HR should be, in my opinion, at the heart of the organisation yet it is often seen as a cost centre. The HR team have a wealth of data at their fingertips and by linking with other departments, can really change how they are perceived in an organisation.

There is no reason that the HR team can’t share limited and/or anonymised data with other departments. Think about the following:

  • Forecasting the number of leavers for the following financial year
    • to share with finance to determine the recruitment budget
    • to share with IT to arrange the necessary equipment
    • to share with facilities for a desk to be assigned
    • to share with H&S to arrange the necessary PPE
  • Working with Sales & Marketing to see when promotions are going to happen to assess the workforce requirements
  • Working with all the departments about any planned growth
  • Looking at the skills of existing staff against what is needed to generate development/talent plans

In 2021, I was fortunate to be the first auditor to participate in an audit against the ISO30414 standard. I worked alongside the lead auditor and between us, we determined that the reporting both internally and externally met the standard. But what were we looking for?

We looked to see if the policies in place met with legislation and whether the reporting also covered what was required. This was an interesting part as the organisation operates in three different countries.

We determined whether the organisation should be measured against the SME requirements. This isn’t defined within the standard as it is left to the country to determine. In the UK for instance, I would look to the Companies Act for a definition. We talked about what information should be made public and what shouldn’t. The standard has guidelines for this.

We then looked at the metrics and worked through the documents provided to see what the organisation had already covered in their work and what needed further work.

The audit works on a Red/Amber/Green (RAG) process where red is not present, amber requires more work and green meets the standard.

After the initial audit, there were several places that were red or amber and we provided a list of HR consultants that the organisation could work with to move them on to a second and final certification audit.

The organisation has published part of its final report whilst keeping some sections as only for the organisation. You can see more at https://jetruby.com/iso/. Their HR Manager also wrote a testimonial for me:

“I worked with Emma during our auditing process to certify JetRuby according to ISO 30414 Human Capital Reporting and ISO 10018 People Engagement. Emma was our auditor together with David Simmonds. This was our first ISO audit. And, if I’m not mistaken, it was one of the first ISO 30414 audits in the world, since the standard was issued about a year before. It was a challenge for us. Emma carefully and thoroughly reviewed the pile of documents we provided. She was very helpful and attentive. She took care to answer our questions and to provide detailed feedback. We managed to complete the audit within three months and a lot of credit goes to Emma for that. I highly recommend Emma as a great HR expert and a dedicated professional.”

As part of my focus on #peopleanalytics, I partnered with Edligo having had a chat with them and seeing the software that they offer.

It is a fabulous #Talentanalytics platform offering competency, learning & development, performance management and workforce planning to larger organisations.

These four areas are going to be key over the coming years as the world of work continues to change as a result of economics, people entering and leaving the workforce, people taking charge of their own development rather than relying on the organisation to provide opportunities and of course, the shift from office to hybrid or fully remote working.

About The Author:

Emma Smith and The Horsey HR Lady

Emma Smith, founder, and Managing Director of The Horsey HR Lady, provides outsourced HR services to other businesses across the UK. The services include working with internal HR Teams to make HR Reporting more meaningful, Consultancy support with gaining the external audit certification for #ISO30414, auditor for the #ISO30414 standard, conducting workshops on People Analytics to raise the awareness of what people analytics can do.

Emma Smith on LinkedIn: https://www.linkedin.com/in/horseyhrlady/

The Horsey HR Lady: https://thehorseyhrlady.co.uk/

More Information about #ISO30414 https://bit.ly/30414metrics 

 

HR Expert Emma Smith, The Horsey HR Lady
The Horsey HR Lady collaborates with EDLIGO Talent Analytics

Watch the insightful webinar with Emma Smith

Cookie Consent with Real Cookie Banner