Analytically savvy HR personnel are experts who are formally trained in analytics techniques. These professionals are good at working with data and interpreting analyses. Having such a department is very important in an organisation. Of course, one hires HR professionals at different levels but there are ways you can develop a data-savvy HR department.
Besides hiring expert’s adept at analytical procedures, you’ll also need to nurture the right mindset among your staff in order to create an analytical culture. As you hire, check the specific skills of the candidates you have to be able to gauge the levels of comfort with analytics in HR. Ensure you monitor engagement and learning opportunities as this is also helpful. With this in mind, you can determine how to hire and develop each type of HR expert including those well informed since you understand various levels of analytical comfort.
Hiring analytically savvy HR personnel is meant for roles that need producing analytical information. The other employees in the HR department who are analytically-willing can take on roles that involve interpreting and working with analytical information and case management system services for HR.
You can examine formal qualifications and administer well-designed psychometric tests that measure general mental ability. This will help you to evaluate whether employees are analytically-savvy. You can tell if workers can acquire job-related knowledge swiftly by checking their general mental ability as it is a good predictor of performance. Less traditional evidence of learning beyond formal education is also helpful. An example is massive open online courses (MOOCs) provided by a number of companies across the country.
Maintain the skills of the analytically-savvy HR professionals you have by keeping them up to date. You can provide current opportunities. Provide advanced training, motivate them to participate in meetups as well as online user groups and forums. Support their participation in professional groups and conferences.
Since the HR department is not entirely data-savvy, you should use the analytically-savvy professionals to develop the analytical skills of others who are just analytically-willing or resistant. Assign the experts with the responsibility of analytics evangelism and emphasise this in performance objectives. You can have each data-savvy “evangelist” mentoring a less analytically capable colleague. If your staff doesn’t have analytically-savvy professionals, you can hire a few who will facilitate establishment of an analytical culture.
Take care also of the analytically-willing employees. These can significantly assist you in the development of a data-savvy HR department. You can provide foundational education on HR analytics, which is possible through a range of online courses about the basics of workforce analytics. Once these professionals have acquired the knowledge, they can apply the techniques to their daily activities at work. If you could incorporate these expectations into performance management systems, the programme would be very effective. Settings learning goals and increasing the compensation of the workers as they acquire more skills also helps in developing data-savvy HR experts.
While taking all these measures, remember to pair the analytically-resistant employees with the well-informed ones as this can create an interest in them with the ultimate goal of turning them into data experts.