Leading with Data: Beginning From The Beginning: How To Set Up A People Analytics Function (Part 2 of 9)

In an organization, people analytics is considered to be one of the most integral aspects that would be highly beneficial when it comes to analyzing workforce data. They play a pivotal role and uphold a massive responsibility in providing the organization with more data, advancing coherence in various perspectives, and ensuring thorough and definite decision-making. At its very core, people analytics allows the organization to efficiently manage their employees for observing, comprehending, and enacting on talent data within the total lifecycle of employees.

When the pandemic has drastically shifted the lives of many, a lot of businesses and companies were also put at risk. Many companies encountered challenges, hence, the demand for people analytics has also increased. Furthermore, they are also deemed to be essential as they have in-depth knowledge on data analysis.

We should be aware of the following processes, indicators, and qualifications needed to set them up for success. With that, this has become one the topics tackled in our event last November 9, 2021 wherein we invited Luka Babic, Andreas Kyprianou, Amit Mohindra, and Nicholas Garbis to become the speakers for this panel. They all shared their personal experiences and insights on the things that need to be considered when it comes to establishing a people analytics function.

To start off the talk, the first question that was asked to the respective speakers was: What is the first thing that we need to think about in order to set up a people analytics function? 

Putting this into the context of HR space, one of the factors that we must consider is to study the business for difficult problems that have significant inputs and meanings for the people. It is also necessary to take a thorough look at a wider range of perspectives such as where the power lies, power structures, and how the influence of HR relates to others. More than that, it is also necessary to fully understand the contemporary state of affairs in particular. 

It was also pointed out that making friends is also a vital part of establishing people analytics functions because you can utilize their skills and leverage those connections, especially when you cannot hire yet since you are still in a state of budget constraints. On one hand, testing the culture with management is also something that needs to be considered.

Moving on to another area of the topic, the second question that was asked to the panel was: Is it possible to set up a people analytics function with people in the HR space who have some of the skills needed but may not be full-time dedicated to the people analytics function?

Generally speaking, the speakers were able to agree on a single thought. According to what they have stated, it is possible especially at this point of time wherein people carry multiple skills at once. At times like this, you have to do what you need to do. If you can acquire people who do part-time work that is not their field of expertise, as long as they are willing to learn, you may bring them in. If you are determined to teach them about data analytics, everything else follows and you can put them in your team. Moreover, if you want to have a variety of people with a wide range of skills, you must also consider looking outside because there will always be skills apparent in any business. Aside from the skills, you also need to have people who are resilient and have good stamina of doing all types of work; curious and a critical thinker; and most importantly, those who have a mixture of skills that would easily adapt to new situations in the workplace.

As the whole talk has slowly come to an end, another question, which brought the speakers to reminisce their experiences in setting up a people analytics function, that was asked to them was: What's the hardest thing about setting up a people analytics function?

According to them, the toughest thing they had to deal with is the change in leadership considering that there will be a lot of first-timers in this team. Hence, as someone who will serve as the leader, you have the utmost responsibility of making an impact towards your people, administering and managing their demeanors, and protecting them from all the things that are happening above it. More so, it was also a difficult process of helping the HR understand what data can be delivered and what the new world looks like. Apart from that, people analytics is always referred to as the universal remedy for all HR problems. It is a common notion that when you have the data, everything can be solved right away. However, many have overlooked the idea that people analytics still deals with people data which is inherently unreliable, sensitive,  and sometimes non-quantifiable. With that being said, we tend to forget that there is still a human touch present in these data. We always have to bear in mind that setting up a people analytics function means you have to prioritize your people first before the numbers.

It was also addressed that defining what is your strategic workforce planning has also been one of the challenges in the people analytics functions. Before forming a team of people analytics, it is imperative that everyone should know what data analytics they are going to deliver and talk about. Thus, in line with this, managing people’s expectations is also demanding and arduous considering that people analytics is seen as a panacea for everything. They are viewed as problem solvers, hence, even putting a lot more pressure on the shoulders of the team.

All the more, it is inevitable that the every beginning of a circumstance will never be easy. We have to deal with the ups and downs, problems, small wins, and the like in order to attain the success we have been aiming for ever since 一 just like how you set up a people analytics function.

You can watch the full video of the panel here!