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once you have all this lovely data insight, what should you do with it? It is failing to adequately answer these questions and more which condemn people analytics programmes to redundancy, irrelevance and failure. We will discuss these complexities and suggest a methodology to deploy an ef-

fective people analytics project that can: ``

Target learning spend. ``

`` ``

`` ``

Quantify the success of development programmes. Identify capability gaps.

Benchmark team, division, function, region or the entire organisation.

Focus continuous improve- ment programmes.

Align people with corporate strategy.

Making large organisations agile

Every CEO knows the importance of human capital on strategy and results. According to PWC’s 17th Annual Global CEO Survey,2

93% of CEOs

recognise the need to change their strategies for talent, and only 34% feel they are prepared for the challenges ahead. Tey struggle to understand the capability of their organisation, and consequently their workforce. Small organisations have the benefit of agility: if the CEO wants to know how the shopfloor is doing, she simply wanders down and asks them. Traditionally, that agility is diluted and eventually sacrificed as a business becomes larger, but

people analytics makes that agility possible regardless of the size of the organisation. More than that, used well it can create a competitive advantage. Data is used to inform decisions

throughout an organisation but less so when it comes to talent management. When it is, it tends to be based around assessment and is about the employee: sales figures, customer feedback scores and so on. Not only can this be counter-productive in terms of employee morale and engagement, it is narrow-minded as it views only one side of a multi-faceted story. It ignores the huge potential advantages of a peo- ple analytics programme that collects data directly from the employee. Tis

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