Talent and analytics: new approaches, higher ROI

Abstract

PurposeMore and more, the leaders of business functions are turning for competitive insights to the massive data they can now capture. But to date, human resources departments have lagged behind the efforts of marketing, IT, CRM and other functions. The purpose of this article is to show how executives can start using data to measure and improve HR's contributions to business performance.Design/methodology/approachThe article identifies six analytical tools that HR can use to connect HR efforts to business performance. Survey results underscore the value of an analytical approach while revealing that many HR departments are heavily focused on internal measures rather than business outcomes. Each analytical tool is exemplified through case studies. A model is presented to suggest how executives can get started by focusing on five key areas.FindingsLeading companies are using six analytical tools to improve the connection between HR investments and business returns: employee databases; segmentation of talent; targeted investments; customization of the employee value proposition; long‐term workforce planning; and talent supply chains.Originality/valueAs the case studies reveal, the tools identified here can help HR leaders actively shape their organization's future – managing talent and directing programs toward the long‐term needs of the business. Survey data shows that most companies increasingly seek to use analytics for long‐term advantage, and the model presented here can help HR executives take the first critical steps.

Talent management: a systematic review and future prospects

“…This theme reflects the increasing search for more evidence-based decisions around talent (see . For example, the issue of analytics is considered by Harris et al (2011) who discuss how analytical methods can be used to better argue that investing in human capital leads to a return on financial capital. To be effective, data (bedrock of effective analytical approaches), analyses and processes throughout the organisation need to be integrated.…”

Human Resource Management in the Media

“…Human Resource Management in the Media. Handbook of Media Management and Economics (Media Management and Economics Series),Chapter 7,Routledge. 99 99 talent decisions, HRM executives can become a talent multiplier (Harris, Craig & Light, 2011).…”

“…Just as data analytics is changing the skills needed by HRM personnel, innovation and technological skills are evolving in media organizations. Therefore, Harris et al's (2011) proposed framework could assist HRM to provide the initial structure to begin building their big data recruitment. Once populated with organizational data, media management researchers could explore how the different rungs acted as predictors for high performance, engagement and turnover intentions.…”

An empirical analysis of the required management skills in the core employees' identification

“…Es probable que buena parte de los directivos no tengan las competencias suficientes para detectar empleados clave, puesto que esta actividad requiere análisis sistemáticos de información altamente especializada y objetiva propia del área de recursos humanos (Harris et al 2011). Es en este contexto donde el papel desempeñado por el responsable de recursos humanos cobra una importancia fundamental.…”