Big data is all the rage in Human Resources and Learning & Development departments these days. As business leaders demand more analytics from all disciplines within their organizations, professionals in roles as diverse as workforce planning and employee training clamor to crack the code on meaningful ROI metrics. While increased attention to quantitative inputs is a key component of demonstrating value, practitioners should be careful not to abandon the qualitative aspect of the equation.<\/p>\n
THE VALUE OF DATA<\/strong> In the training world, developing the right metrics early on can lead to demonstrating the real-world value of programs based on measurable advances in employee performance\u2014a far cry from smiles sheets aimed at simply confirming participant satisfaction.<\/p>\n DATA DO\u2019S AND DON\u2019TS<\/strong> WHAT\u2019S AT STAKE<\/strong> At the same time, we consistently clamor for a \u201cseat at the table.\u201d Membership, however, requires that you have something meaningful to say. Arming yourself with data is a good start, but having the wherewithal to consult on strategies and actions related to that information is the real game changer.<\/p>\n There\u2019s no question that big data is a valuable tool for selecting a course of action. Sometimes, however, solving for X is harder than you think. To ensure your efforts add up to success, incorporate both art and science into your decision-making. No one blames data for a bad call or a missed opportunity. In the end, you have to own your decisions.<\/p>\n
\nWhen accurately defined, HR metrics can help enhance the way an organization hires, trains, rewards, deploys, and retains its employees. In addition to advancing these core employee lifecycle activities, thoughtfully designed measures can ensure targeted benefits from projects such as system implementations, culture change initiatives, and even post-merger integrations are captured according to plan.<\/p>\n
\nWhile there are cases when executives want a cold read of the \u201cas is\u201d reality, most often they come with a working hypothesis of a situation. Regardless of the topic, it is important to begin by understanding the reason behind the initial request. Business leaders are not interested in data for data\u2019s sake. Most covet the story it allows them to tell. Understanding both the business case they want to validate and their personal motivations behind the project will help you maintain your objectivity. Other guidelines include:<\/p>\n\n
\nAs HR and Learning & Development professionals, we correctly call on leaders to manage their human resources with the same focus and care they do their financial resources\u2014asserting, especially in services organizations, that there is a valid business case for increased attention to human capital management.<\/p>\n