The 10 golden rules for establishing a people analytics practice十大黄金法则：
战略适配性：确保人力资源分析项目与组织的战略目标对齐，以实现最大的价值和影响。
持续的员工倾听：通过整合员工和业务的声音，优先处理正确的战略人力资源问题。
证据基础的HR服务整合：将所有基于证据的HR服务整合到一个功能中，提升人力资源分析的交付速度和质量。
清晰的人力资源分析操作模型：建立一个目标操作模型，明确客户、可交付服务、服务水平和交付时间。
数据隐私合规性：遵守数据隐私法规，同时考虑数据分析在文化和业务连续性方面的影响。
数据驱动决策的HR能力提升：通过提升HR社区的数据和洞察力使用，将业务机会转化为分析服务。
管理HR数据：建立集中的企业级数据基础设施，改善数据的组合、共享和分析能力。
产品设计和思维：确保人力资源分析服务的用户设计友好，易于导航，并激励用户在决策中使用数据。
实验与最小可行产品：通过实验和最小可行产品，逐步评估和改进解决方案，避免大规模实施失败。
利用人工智能的潜力：构建和实施基于机器学习的AI功能，确保模型的性能和有效性，同时控制数据偏见和合法性。
这些法则展示了通过系统方法创建并采纳人力资源分析实践的重要性，强调了以数据和证据为基础支持人力资源功能的必要性。
It is time for an update on my previous posts on the 10 golden rules of people analytics, simply because so much has happened since then. For example, continuous employee listening, artificial intelligence (AI in HR), agile HR, employee experience, strategic workforce management, and hybrid working are just a few emerging topics in recent years listed in Gartner's hype cycle for HR transformation (2023).
In the last year, I have spoken to many people working in different organisations on establishing people analytics as an accepted practice. I have also joined some great conferences (HRcoreLAB, PAW London & Amsterdam) where I learned from excellent speakers. I also (re)engaged with some excellent people analytics and workforce management vendors, such as Crunchr, Visier, eQ8, AIHR, One Model, Mindthriven, and Agentnoon. Finally, I also enjoyed having multiple elevating discussions with some thought leaders who influenced my thinking (e.g., David Green, Rob Briner, Jonathan Ferrar, Dave Millner, Sjoerd van den Heuvel, Ian O'Keefe, Brydie Lear, Jaap Veldkamp, RJ Milnor, and Nick Kennedy).
These encounters and my ongoing PhD research on adopting people analytics resulted in a treasure trove of new ideas and knowledge that confirmed my experience and beliefs that it is all about creating an embraced people analytics practice using a systemic approach in supporting HR in becoming more evidence-based. So, like I said, it's time for an update. I hope you enjoy and appreciate the post, and I invite you to engage and react in the comments or send me a direct message.
Create a strong strategy FIT.
It is obvious but not a common practice that your people analytics portfolio needs to align or fit with your strategic organisational goals. A strong strategic FIT ensures you execute people analytics projects with the most value and impact on your organisation. It is, therefore, important to integrate the decision-making on where to play in people analytics with your periodic HR prioritisation process.
Strategic workforce management and continuous employee listening are pivotal in prioritising the right strategic workforce issues
The bigger picture is that two people analytics-related HR interventions, strategic workforce management and continuous employee listening, are pivotal in prioritising the right strategic workforce issues. By blending the insights from these HR interventions, you ensure you are prioritising based on the voice of the business and the voice of the employee. See also my previous post on strategic workforce management. Because people analytics is at the core of these HR interventions and provides many additional strategic insights, I argue we need a new HR operating model where the people analytics practice is positioned at the centre of HR.
I argue that we need a new HR operating model where the people analytics practice is positioned at the centre of HR
Grow and integrate evidence-based HR services.
Based on my experience and research, I strongly advise integrating all evidence-based HR services into one function. See also my previous post on establishing a people analytics practice. This integration will enhance the speed and quality of your people analytics delivery, make you a trusted analytical strategic advisor, and make you a more attractive employer for top people analytics talent. All other people analytics function setups seem like compromises.
With evidence-based HR services, I refer to activities such as reporting, advanced analytics, survey management, continuous employee listening, organisational design and strategic workforce management. It is hardly ever that a strategic question is answered by only one of these services. In most cases, you will need to combine survey management (i.e., collecting new data), perform advanced analytics (i.e., build a predictive model), and share the outcomes in a dashboard (i.e., reporting) or build new system functionality based on the models (e.g., vacancy recommendation).
You will need to combine various people analytics services to provide real strategic value
Create a clear people analytics operating model.
Because the people analytics practice is maturing, it deserves a clear target operating model. In a target operating model, you clarify to the organisation whom you consider your clients, what services or solutions you can deliver, what service levels your clients can expect, and when and how you will deliver the solution.
Being transparent about your target operating model will build trust and legitimacy in your organisation. Inspired by the work of Insight222, a people analytics target operating model consists of a demand engine (understanding and prioritising demand), a solution engine (e.g., data management, building models, designing surveys), and a delivery engine (e.g., dashboards, advisory with story-telling, bringing models to production), ideally covering all the evidence-based HR services mentioned under rule 2 in this post. Additionally, more practices are applying agile principles to increase time-to-delivery and are using some form of release management to balance capacity.
Built trust and legitimacy
Compliance with data privacy regulations has been an important topic since the early days of people analytics ten years ago. Even before the GDPR era, organisations did well to understand when personal data could be collected, used, or shared. Legislation such as GDPR offers guidance and more structure to organisations on how to deal with data privacy issues.
Being fully compliant is not where responsible data handling ends
However, being fully compliant is not where responsible data handling ends. Simply because you can, according to data privacy regulations, doesn't mean you should. There are also contextual and ethical elements to take into account. For example, being able and regulatory-wise allowed to build an internal sourcing model matching internal employees with specific skills with internal vacancies doesn't mean you should. From a cultural or business continuity perspective, creating internal mobility may not be beneficial or desired in specific areas of your organisation. Assessing the implications of using data analytics in a broader context than just regulations will also enhance the needed trust and legitimacy.
Upskill HR in data-driven decision-making
Having a mature people analytics practice that delivers high-quality, evidence-based HR services is not enough to ensure value creation for your organisation. Suppose your organisation, including your HR community, struggles to translate business opportunities into analytical services or finds it hard to use data and insights on a daily basis in their decision-making. In that case, upskilling is a necessary intervention.
HR upskilling in data-driven decision-making is a necessity in growing towards a truly evidence-based HR culture
Creating awareness of the various analytical opportunities, developing critical thinking, creating an inquisitive mindset, identifying success metrics for HR interventions and policies, evaluating these metrics, and understanding the power of innovative data services, such as generative AI, is essential. When upskilling, be sure to recognise the different HR roles and their needs and preferences. For example, your HR business partners will likely want to develop their skills in identifying strategic workforce metrics and strategic workforce management. However, your COE lead (i.e., HR domain leads) wants to develop their ability to collect and understand internal clients' feedback and improve their HR services (e.g., recruitment, learning programs, leadership development). So, diversify your learning approach to make it more effective.
Manage your HR data
There is enormous value in integrating your HR and business data in a structured matter. Integrated enterprise-wide data allows you to combine, improve, share, and analyse data more efficiently. More organisations are using data warehouse and data lake principles to create this central enterprise-wide data infrastructure based on, for example, Microsoft Azure or Amazon Web Services technology.
A mature people analytics team is best equipped to create an HR data strategy and manage the corresponding data pipeline.
HR would do well to improve its capability to manage the data pipeline by hiring data engineers. It is an interesting discussion about where to position this data management capability and related skill set. The first thought is to position this capability close to the HR systems and infrastructure function. This setup might work perfectly. However, based on your HR context and maturity, I argue that the people analytics practice is a good and sometimes better alternative. Mature people analytics teams are likely more able to think about data management and creating data products and services built with machine learning models. Traditional HR systems and infrastructure teams may tend to focus too much on the efficiency of the HR infrastructure (e.g., straight-through processing, rationalising the HR tech landscape).
Excel in product design and thinking
Successful people analytics or evidence-based HR services excel in product design. Whether built with PowerBI or vendor-led BI platforms (e.g., Crunchr, Visier, One Model), dashboards must be user-friendly, easy to navigate, and motivate users to work with data in their decision-making. The same applies to functionality based on machine learning models, such as chatbots, learning assistants, or vacancy recommendations. The user design, the functionality provided, and the flawless and timely delivery all contribute to maximising the usage of these analytical services and, ultimately, decision-making.
Strong product design and thinking requires product owners to have a marketing mindset
As important as the product design is product thinking by the product owner. A product owner for, e.g., recruitment or leadership programs, should be constantly interested in hearing what internal clients think about their products. This behaviour requires product owners to have a marketing mindset. As part of a larger continuous listening program, an internal client feedback mechanism should provide the necessary information to improve your products and services continuously. A product owner should be curious about questions like: Are your internal clients satisfied? Should we tailor the products for different user types? What functionality can we improve or add?
Allow yourself to experiment
When a solution looks good and makes sense based on your analytics, management tends to go for an immediate big-bang implementation. However, don't be afraid to experiment and learn before rolling out your solution to all possible users. Starting with a minimum viable product (i.e., MVP) allows you to evaluate your product among a select group of users early in the development process. Based on feedback, you can enhance your product incrementally (i.e., agile) manner.
It also enables you, when valuable, to compare treatment groups with non-treatment groups. These types of experiments (i.e., difference-in-difference comparisons) help you to evaluate the effect the new product intends to have. People analytics services can support this incremental approach, testing a minimal viable product (MVP) and obtaining feedback to provide additional insights that may avoid a big implementation failure of your new products.
Embrace the potential of AI in HR
Today, artificial intelligence (AI) is predominantly based on machine learning (ML). These AI-ML models provide powerful functionality such as vacancy and learning recommendations, chatbots, and virtual career or work schedule assistants. There is no need to fear these applications, but having a deeper understanding of them is necessary. However, implementing these types of functionality without checking and validating them is risky and, therefore, unwise.
A mature people analytics practice allows you to build your own machine-learning-based AI functionality
A mature people analytics practice allows you to create and build these AI functionalities internally. You can also buy AI functionality by implementing a vendor tool, but please ensure you do not end up with a new vendor for each AI functionality you desire. If you choose to buy AI functionality, the people analytics team should act as a gatekeeper. Internally built machine learning models are subject to checks and balances. And rightfully so. However, the same should apply to ML-based AI functionality from external providers. The people analytics team should check the performance and validity of the model and control for biases in the data and legal and ethical justification.
The people analytics leader can make the difference
If you are the people analytics leader within your organisation, it might be daunting or reassuring to hear that you can make the difference between failure and success. You bring the people analytics practice alive by reaching out to stakeholders, developing your team, understanding your clients, learning from external experts, and building a road map to analytical maturity.
A successful people analytics practice starts with the right people analytics leader
As a people analytics leader, you should excel in business acumen, influencing skills, strategic thinking, critical and analytical thinking, understanding the HR system landscape, understanding the possibilities of analytical services, project management, and, last but not least, people management (as all leaders should). The result of having all these capabilities is that a people analytics leader, together with the people analytics team, becomes a trusted advisor to senior management, understands the most pressing issues within an organisation, can effectively manage the HR data pipeline, and can build new analytical services to enhance decision-making and ultimately drive organisational performance and employee well-being.
I hope you enjoyed my update on the 10 golden rules for establishing people analytics practice. If you enjoyed the post, please hit ? or feel invited to engage and react in the comments. Send me a direct message if you want to schedule a virtual meeting to exchange thoughts one-on-one.
Thanks to Jaap Veldkamp for reviewing.
作者 ：Patrick Coolen
https://www.linkedin.com/pulse/10-golden-rules-establishing-people-analytics-practice-patrick-coolen-85use/
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2024年04月15日
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Top 7 Recruitment Strategies for 2024Hear from the HR leaders delivering breakthrough experiences for their people and get the latest insights and advice from our team of XM Scientists. Nicole Parish and Ruth D'Alessandro working at Qualitrics for many years are introducing us the top 7 recruitment strategies for 2024.
As the disrupted world of work evolves, so do the challenges and opportunities for recruiters. We explore the top 7 recruitment strategies - from employer branding to AI and data-driven decision making - to help you attract and hire the best talent in 2024.
The challenges for recruiters and HR teams over the last four years have been immense. The Covid-19 pandemic and its aftermath, the almost overnight switch to remote working, workplace disruption, global instability, talent shortages, The Great Resignation, balancing hybrid working with business outcomes, and the explosion of AI technology have tested even the most experienced human resources specialists.
And HR departments themselves, especially those in the tech sector, have been hard hit since the spring of 2022, with lots of layoffs further stretching the teams. As a result of high recruiter unemployment, these teams may be short-handed, and unable to take on more responsibility.
This is where recruitment strategies need to help people work smarter, not harder. The key to staying competitive in talent acquisition and recruitment is understanding the important new trends and where HR technology slots in to be friend, not foe.
Free eBook: Employee lifecycle feedback
1. Get your employer branding right
Employer brand has historically been seen as a ‘nice to have’, but is now moving into the ‘must have’ space - highlighting how recruiters need to be employer brand focused, even if they don’t have an employer brand team.
Employer branding is how a company markets itself to both internal and potential employees. If you were to ask employees what it’s like to work for a company, they’re unlikely to talk about the products, goods and services – instead they’ll highlight management, conditions, culture, and values.
What if you could capture all the above in a single, comprehensive document to present to job seekers that says,‘what can we offer you as an employee?’ You can. It’s called an EVP (employer value proposition) and it’s your shop window to show that you’re a desirable employer.
An EVP outlines:
Opportunities
What the people are like
Organization’s prestige
What the work is like
The rewards
The very best EVPs focus on the ‘Give and Get’ concept: while they outline what the organization offers, they’re brutally honest about what employees are expected to do in return. This ‘warts and all’ transparency naturally sorts applicants by attracting the right, passionate, resilient candidates who embrace challenge, and putting off casual applicants who might be a fit for the job, but who might find a mismatch between their expectations and what the company provides. When a company aligns great employer branding with an enviable EVP, it’s a recipe for attracting and retaining top talent.
2. Go all out with recruitment marketing
While employer branding and your EVP defines who you are as an organization, what makes you different and the value you can give candidates in return for their commitment and hard work, recruitment marketing is how you get that message out there.
It’s a marketing process that begins before candidates even apply for a job: using specific campaigns to attract and nurture talented people so that they apply for specific jobs in specific locations as they become open.
There’s a trifecta of stages in the recruitment marketing process:
Awareness: moving from “I haven’t heard of this brand” to “this brand seems interesting”
Interest: then moving from “this brand seems interesting” to “I might apply for a job there”
Consideration: finally, moving from “I might apply for a job there” to “I have applied for a job there”
And some of the ways to get your recruitment marketing rolling include:
Attractive job ads
Bright, bold design, screaming your brand and littered with snappy, search-optimized copy will ensure your ads get found in searches, and that they catch the eye and pique interest.
Content marketing
Great content that informs, educates and entertains, offering more than advertising, will bring your brand to life. Ideally create your own content, or use materials that are already circulating in the organization to publish blogs, articles and listicles that add value for readers.
Social media campaigns
Nearly everyone’s scrolling through the likes of TikTok, Instagram, LinkedIn, Threads, X, Facebook, and Snapchat, so it follows that social media is a powerful recruitment marketing tool. But your postings have to be engaging and authentic, catching the trends and memes of the moment, not boring corporate job ads.
Build multi-purpose content and then activate it everywhere you can! Identify the channels and types of content you can produce, then ensure each piece of content you create can be used in all of those spaces in some way. Niche job boards, popular job fairs, your careers page, college recruiting. You’ll maximize your inputs and create a seamless brand look and feel.
3. Create the best candidate experience
Today’s candidate that you turn down may be tomorrow’s candidate, or maybe tomorrow’s client, so it pays to treasure every candidate, successful or not, and keep that positive connection going.
Candidate experience is the sum of all the interactions a candidate has with you as a potential employer, across the whole recruitment cycle, from job ad to interview to hire (or not) and beyond. It’s crucial that you manage every candidate well. For those who join your company, it sets the tone for their employee experience – how engaged they’ll be and how well they’ll perform. For those who are not successful, you’ll leave a good impression that may make them want to reapply and recommend you to other people.
There are three areas where you can make a real impact on your candidates’ experience:
Application process
Communication
Feedback
Application process
All too often, the application process can be long-winded and clunky. For example, you have candidates’ resumes – they don’t need to keep retyping all their information into open text boxes over and over again. Similarly, you don’t need to have the same briefing call in person with every candidate before their interview – consider sending a pre-recorded video with all the necessary information, then giving candidates space to digest it before a follow up. Focus on efficient hiring and streamlining decision-making at critical milestones along the candidate journey.
Communication
One of the most dispiriting things for prospective candidates about job applications is spending several hours of their lives filling in application forms, crafting covering letters, maybe attending interviews – and then hearing nothing. And the chances are the candidates won’t have a good word to say about the brands that couldn’t be bothered to contact them.
Communicating well and often with candidates instantly sets you apart as a good employer. And with the availability of information technology and automation, there’s really no excuse not to send even an automated email or message to keep people updated about their application.
You can go a step further and make it easy for qualified candidates to contact you. Maybe appoint a designated contact person for questions or concerns, or even set up a Slack stream for candidates to chat with current employees while their application is processed.
And although it’s not fun to do, it’s also essential that you let your unsuccessful job seekers know when the position has been filled.
Feedback
For a lot of candidates, one of the most important aspects of any recruiting process is the feedback they receive — whether they’re successful or not. And the reason for this is simple: it helps them to identify where they can improve. And for the organization, as well as helping them decide whether to hire someone, it helps them understand how their interview and recruitment process is performing.
Interview feedback should:
Be concise and actionable
Cover the whole hiring process
Be collected in a timely way
And – importantly - don’t forget to ask candidates how they felt about the recruitment process – this is essential for identifying gaps in your candidate experience so you can close them, and meet the expectations of every job seeker who engages with your organization.
4. Use your hiring manager and hiring team
You already have powerful advocates for your recruiting process – your hiring manager and their teams. Their networks may give more access to appropriate talent than recruiters, and carry more weight. The hiring manager is often a candidate’s ‘go to’ professional to be convinced that they’re a great fit for the job. Conversely, some hiring managers tend to micromanage their recruiters, wanting more and more candidates, without appreciating quite how influential they themselves are for attracting them – if only they can direct their energies in the most useful way.
Here are some ideas for making your hiring managers and their teams useful:
Screen-record a short fireside chat with the manager and their team, talking about the new role and how it fits in their organization. Upload it to LinkedIn to create engaging content and attract more qualified candidates for very little work.
Get the hiring manager to make a short LinkedIn video about the job, and what they're like as a manager. Bonus points if they talk about how they’re developing based on feedback in their engagement scores!
Ask the hiring manager and the team to share the job on their professional networks, using EVP-aligned messaging about the role, the company, and the team
If you have a Brand Ambassador program, enroll the hiring manager or hiring team members in it, so they can be proactive about sharing company news, professional developments, team photos to show how they function – and the open job
Encourage the hiring manager to publicly celebrate their team or team wins where appropriate, (and if that's their management style)
Interact with the job posts made by the recruiter, hiring manager or a member of the team to drive better engagement from the LinkedIn algorithm.
All these things can bring additional value to the attraction phase of the recruiting process, and also add value to the recruiter’s communications (for example, use that same fireside chat in an In-Mail or a nurture campaign during the recruitment process).
These actions won’t take up much of a hiring manager’s time, but they’ll create:
Greater engagement with their jobs
Resources that can be used any time they recruit for that job
Higher candidate engagement through the recruitment process, resulting in better offer acceptance rates and higher new employee engagement
Increased brand influence
Speedier hiring.
And the best part? The hiring manager and their team can do all of these things in less than 20 minutes a week and with zero budget.
5. Nurture your talent communities
What is a talent community? In short, anyone showing an interest in your organization is your talent community, and they need nurturing in robust and meaningful ways. A talent community provides two-way communication and information sharing between recruiter, potential candidates, and sometimes current employees who act as brand ambassadors.
A talent community doesn’t form on its own. It needs to be created, nurtured and maintained, usually digitally, via social media, messaging and email newsletters. It’s your opportunity to build awareness and provide transparency into critical parts of the employee experience that applicants want to know about before they join your company, thereby avoiding late-stage withdrawals. And unsuccessful candidates receive short, nurturing emails that are consistent and useful.
At Qualtrics, we treat everyone as part of our talent community. We send a monthly global newsletter aligned to our EVP, and then segmented newsletters once a quarter to align with our focused areas of talent. We think this is best practice because it provides options for candidates to opt out, gives consistency, and ensures our EVP (and its Give and Get) are at the root of our relationship with the candidate.
6. Embrace automation to make candidate experience better…
Recruiters love to hold the reins for everything, but that can sometimes become too much, so AI and automation are your friends here. HR technology such as candidate relationship management systems (CRM) can help:
Identify and engage with passive, qualified candidates
Surface ‘good fit’ candidates for job opportunities
Screen suitable candidates
Track applicants with an applicant tracking system (ATS)
Update applicant status
Schedule interviews
Perform background checks
Keep in touch with talent communities
7.…but don’t lose the human touch
CRM systems can have so much automation that it’s easy to forget that, ultimately, you are dealing with real people. so, best practice is based on emphasizing the human experience:
Bring some humanity into the process
Everyone deserves basic courtesy. While most people accept a ‘thanks for applying’ to an initial application, once people have been through some interview rounds they deserve to be ‘courteously declined’. Providing feedback, suggestions for developing skills or experience, and/or an honest assessment of the candidate’s chances of being considered for another role, all make the process much more human.
Acknowledge every candidate
65% of people say they rarely, if ever, receive communication about their application status. Candidates with poor recruitment experiences are more likely to leave negative ratings on employer sites such as Glassdoor. Communicate personally and regularly with every applicant.
Keep the door open
Only around 25% of talent managers stay in touch with unsuccessful candidates. Yet a good CRM system can make much of this contact for you when all your candidates are added to it as a talent database.
How Qualtrics can help with your recruitment strategy
We know that candidate experience doesn’t just impact the quality of your recruitment strategy and hiring – it impacts your employer brand, the employee experience for those who get hired, and even organizational performance.
We’ll help you design and improve your candidate experience, to attract the best candidates and grow your talent pipeline, and tighten up processes around sourcing, recruiting, and interviewing talent – saving money.
You’ll receive insights into every candidate experience touchpoint that matters:
any stage of the candidate journey to see what went well and the actions you need to take to improve the experience
the data you need for every stage of the candidate’s experience, while making sure you’re not causing survey fatigue
total control over how often, when, and how your candidates are contacted, based on your preferences
We know that candidate experiences differ from role to role and organization to organization. That’s why Qualtrics® Candidate Experience Management Software is built to flex and contribute to any successful recruiting strategy.
SOURCE Qualtrics
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