HR Analytics
Chapter Two Discussion Questions
Over the years HR has not been looked at as a business partner, but a separate part of an organizational. Not having a seat at the table when it came to business activities. One reason why more organizations do not implement HR analytics is that this is a resource not yet used by many organizations. A lot of organizations are not aware of the advantage of HR analytic. If human resources are going to have an important impact in staying on top of competition in the marketplace then a different type of thanking must be applied. Another reason is that most business leaders and HR top level management do not make people decision with the same level of critical thinking activities and rational as they do other business decisions. “They rather depend on their gut feeling and intuition rather than gathering data, and using it to make relevant decisions about how to improve processes in their organization” (Mathis & Jackson, 2011, p. 68). For example, applying analytic processes to the HR activities can improve employee performance resulting in a better RIO. HR analytics can be used to track productivity over a period of time just like the tracking of finances. The analytical processes correlate business information and people information. HR analytics can also play an important role in maintaining organizational competitiveness, and strategic planning for HR effectiveness. For example, showing the impact that the HR activities have on the organization as a whole. Analytics can aid in a cause and effect relationship between HR work and business results, and then formulating, implementing, and evaluating strategies using that data. In addition to what has been said above in making a case for adopting HR analytic one can say with a firm resolution that HR analytics will greatly enhance the organization. It is imperative to look at human assets as a very important investment in an organization because human assets are what bring about a need
Over the years HR has not been looked at as a business partner, but a separate part of an organizational. Not having a seat at the table when it came to business activities. One reason why more organizations do not implement HR analytics is that this is a resource not yet used by many organizations. A lot of organizations are not aware of the advantage of HR analytic. If human resources are going to have an important impact in staying on top of competition in the marketplace then a different type of thanking must be applied. Another reason is that most business leaders and HR top level management do not make people decision with the same level of critical thinking activities and rational as they do other business decisions. “They rather depend on their gut feeling and intuition rather than gathering data, and using it to make relevant decisions about how to improve processes in their organization” (Mathis & Jackson, 2011, p. 68). For example, applying analytic processes to the HR activities can improve employee performance resulting in a better RIO. HR analytics can be used to track productivity over a period of time just like the tracking of finances. The analytical processes correlate business information and people information. HR analytics can also play an important role in maintaining organizational competitiveness, and strategic planning for HR effectiveness. For example, showing the impact that the HR activities have on the organization as a whole. Analytics can aid in a cause and effect relationship between HR work and business results, and then formulating, implementing, and evaluating strategies using that data. In addition to what has been said above in making a case for adopting HR analytic one can say with a firm resolution that HR analytics will greatly enhance the organization. It is imperative to look at human assets as a very important investment in an organization because human assets are what bring about a need
References: Lawler, E. E. & Mohrman, S. A. (2003). Creating a Strategic Human Resources Organization: An Assessment of Trends and New Directions. Stanford: Stanford University Press (a). Mathis, Robert L. and Jackson, John H. (2011). Human Resource Management (13th ed.). Mason, OH: SOUTH-WESTERN Cengage Learning. ISBN: 978-0-538-45315-8 WATSON, H. J. (2013). The Business Case for Analytics. Bized, 12(3), 49-54.