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DATA ANALYTICS PEOPLE


Matthew Moore on how to get the most value out of your biggest asset


I


n today’s service-driven economy, the bulk of many organisation’s capability


is comprised of the combination of skills, knowledge, teamwork and attitude of its human capital. People are the largest investment for most businesses and it is that talent that is its diff erentiator, even in massive multi-nationals. Yet while most asset management makes use of data wherever possible, talent management data is either confused, not relevant, not used – or simply non-existent. Modern technologies allow


for the collection and analysis of a wide range of data across teams, departments, functions and regions


20 | September 2017 |


to be done quickly and eff ectively in every organisation regardless of complexity. T is data can be used as ‘people analytics’ to drive strategy, engagement, development and ultimately profi ts. So why do so few organisations have an eff ective people analytics programme in place?


Quality and quantity


Data quality is the key factor. Deloitte’s 2017 Global Human Capital Trends report1


identifi ed


people analytics as being “more important than ever”, and noted that far from being a technical specialism, “people analytics is now a business discipline, supporting everything from


operations and management to talent and fi nancial performance”. However, the report noted that a mere 8% of organisations have “usable” data. Despite it being easier than ever


to collect data from many thousands of respondents across functions and borders, challenges arise in ensuring data is relevant and can be analysed in a meaningful way. What questions should you ask to get the most useful response? How do you gain a big enough response to make the data worthwhile? How do you overcome regional and cultural complexities? How should it be analysed? What is relevant and what isn’t; what can be compared and what shouldn’t? And


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