People Analytics Week 1 Lecture Slides PDF

Welcome to People Analytics Week 1 Marlee Mercer 1  – This course focuses on applying data analysis techniques to human resources and people management challenges. – It teaches students how to collect, analyze, and interpret data on...

Welcome to People Analytics Week 1 Marlee Mercer 1  – This course focuses on applying data analysis techniques to human resources and people management challenges. – It teaches students how to collect, analyze, and interpret data on employee performance, engagement, recruitment, retention, and This course other workforce-related metrics. – The goal is to make data-driven decisions that improve organizational effectiveness and enhance employee satisfaction and productivity. People Analytics 2 ABOUT ME People Analytics 3 Introduction to Each person will share three statements about themselves—two that Your are true and one that's a lie. After each round, the rest of the group will guess which statement they think is the lie. Classmates People Analytics 4 Course Isson J.P., Harriott. J.S.(2016). People Analytics in the Era of Big Data: Changing the Way You Textbook Attract, Acquire, Develop, and Retain Talent. Wiley, ISBN: 978-1-119-23316-9 People Analytics 5  Student Evaluation System Assessment Tool: Description: Timelines % of Final Category Grade: (on Course Outline) Quiz 1 Quiz Covers Chapters 1,3,8 Week 5 5% Quiz 2 Quiz Covers Chapters 11,4,5,6,7 Week 12 5% Weekly annotated readings Weekly submissions Contribute to annotated readings online Weeks 2-13 20% Course discussions of assigned chapters Additional online discussions Graded discussions; New post and at least one comment Weeks 2, 6, 10% and in-class participation class participation and 14 Evaluation Group project Final exam Analytical report Data analysis and data-based recommendations Comprehensive examMultiple choice questions and Short Answer questions Week 13 Week 15 25% 35% TOTAL: 100% People Analytics 6  – Attend – Be on time! – Keep up with your readings – No late submissions unless How you will extenuating circumstances (with doctor’s note or other succeed supporting documentation) – Be respectful – Do not plagiarize – Ask questions People Analytics 7  Weekly Annotated Readings For your course work, you will engage with the textbook through detailed annotations, which will be submitted rather than written directly in the textbook. Annotation involves highlighting key concepts, writing marginal notes to summarize sections, drawing connections between ideas, posing questions about the content, and adding personal comments. These annotations should be compiled into a cohesive document that reflects your engagement and understanding of the material. This process enhances learning by encouraging active interaction with the text and helps prepare you for class discussions and exams. Please ensure to complete these annotations independently, without the use of ChatGPT or any other AI tools, to maintain academic integrity. Discussions Students will engage deeply with both the course material and relevant external content Assignments by posting a well-researched discussion post on a topic indirectly related to the weekly theme. The following week, students will further engage by responding thoughtfully to their peers’ posts. – Requirements: – Initial Post: Each student must submit a 500-800 word post during the assigned week. The post should cover a topic related to but not directly from the textbook material, applying concepts to broader or tangentially related fields or current events. At least two external citations must be included to support the arguments. – Responses: In the week following their initial post, each student must submit at least one response to different classmates’ posts. Each response should be a minimum of 250 words and offer substantial analysis, critique, or supplementary information to the original post. People Analytics 8  Group assignment: In this project, students will be assuming the role of HR analysts who have been asked to investigate whether (and if so, how) employee turnover relates to customer satisfaction. Students will work on the course project creating an analytical report that summarizes their analysis, findings, and recommendations. Students need to use the data file (Excel spreadsheet) provided Assignments for this project. At the end, they will prepare a recorded narrated presentation to briefly describe their findings and recommendations. Students should AVOID using ChatGPT or any other AI tools for completing their group assignment. Using APA style for citations and bibliography is required. People Analytics 9  Quiz The quiz tests students' knowledge of content covered in classes and their knowledge of HR Management concepts, ensuring that they have basic knowledge of HR Management and people analytics and are ready for more advanced Quizzes and analytical exercises. This will be multiple choice and in class. It is not open book. Exam Final Exam A comprehensive, exam covering all topics and materials covered in classes 1-14. Sections may include multiple choice questions, short answer, and case related essay questions. People Analytics 10 Intro to People https://www.youtube.com/wat ch?v=iHWFua7gmx8 Analytics People Analytics 11  People Analytics is the integration of seemingly unrelated data sources from inside and outside the enterprise that are required People to answer and act upon Analytics forward-looking business questions related to the Defined human capital assets of an organization. New way to make evidence- based decisions that improve organizations. People Analytics 12 Interest to People Analytic Topics People Analytics 13  Why has people analytics become of greater interest recently? As a group, come together with at least 3 reasons. People Analytics Group Question 14 Organizations are 1. Supports key business questions just beginning to 2. Forward-looking, not backward- looking recognize the 3. Integration of various information power of People (ie. employee behaviour, web Analytics analytics, competitive intelligence, market research) People Analytics 15  A compelling example of the power of people analytics comes from Google's Project Oxygen, initiated in 2008. Google was growing rapidly and faced significant challenges in maintaining its innovative culture while scaling its operations. To tackle these challenges, Google embarked on an ambitious people analytics project to determine what makes a manager effective at Google. Using data gathered from performance reviews, feedback surveys, and nominations for top-manager awards, Google's The Power of people analytics team analyzed over 10,000 observations of manager behaviors. They discovered eight key behaviors People exhibited by the most effective managers—surprisingly, technical skills came last, while strong communication skills Analytics and a focus on team success were at the top. Armed with this data, Google revamped its management training programs to focus on these behaviors, resulting in improved management practices company-wide. By 2013, Google reported significant improvements in employee turnover, satisfaction, and performance. This project not only showcased the value of data in managing a workforce but also transformed Google’s approach to leadership development. People Analytics 16 Another https://www.youtube.com/watch?v=O0DnYqkRWWQ Example People Analytics 17 Why are companies hesitant to incorporate People Analytics? People Analytics 18 What are some of the biggest challenges of People Analytics? People Analytics 19  People Analytics What data to capture Not leveraging data correctly 20  People Analytics https://www.youtube.com/watch?v=mrT9NdLtKVk 21 Forces for People Analytics Growth People Analytics 22  1. Impact of digital technology on the labour market 2. Decreasing employee tenure and loyalty 3. Demographic trends: influence of millennials Forces for people 4. Globalization of the workforce analytics growth 5. Employee engagement required for success 6. Increased competition for talent 7. HR is under pressure 8. Skill gap in the market 9. Talent is a competitive differentiator 10. HR evolves into talent management People Analytics 23  Digitalization of Mobile recruitment Social media recruitment Flexibility of the workforce process 1. Impact of Employers Increased number of recruitment messages from competitors digital actively outreach More efforts for retention required technology potential talent Digital location tracking systems for Big data for workforce optimization people analytics WiFi, Bluetooth People Analytics 24  Organizational Lower loyalty and job satisfaction decreases 2. Decreasing practices customer satisfaction and profitability because: employee Employee 1. Job satisfaction affects mood, leading to expected employee behaviours toward tenure and satisfaction and customers commitment loyalty: service 2. Reduced loyalty causes employee turnover, resulting in deficiencies in consistent and profit chain Employee Employee motivation familiar service model retention and behaviour Customer Customer Company Service satisfaction/p loyalty and profitability quality erceived referrals and growth value People Analytics 25 Decreasing employee tenure and loyalty: decreasing worker tenure People Analytics 26 3. External factors Internal factors Demographic Lack of job opportunities Transparent and open communication Opportunities for trends: Experience requirements Frequent and open feedback better retention influence of Empowerment Meaningfulness millennials People Analytics 27  – No correlation between the 4. size of economy and growth – High correlation between Globalization available workforce and growth of the – If there is talent available, workforce economy has a prerequisite for growth People Analytics 28  – Attract: Employer brand 5. Employee promotion engagement – Acquire: Recruitment Advance Attract resulting in highly required for professional talent pool – Advance: professional and success personal development; retention and succession planning Acquire People Analytics 29  – Track, analyse, and integrate knowledge into talent acquisition: – Learn about hiring strategies of your competitors 6. Increased – Investigate attitudes toward your employer brand – Learn about your organizational culture perceptions competition – Evaluate your talent acquisition costs for talent – Learn about employee groups at risk – Continuously monitor employee outcomes: – Productivity – Quality of performance – Turnover and absenteeism People Analytics 30  – Critical business needs: – Effective leadership – Successful change implementation – Talent attraction, retention, and development 7. HR is under – Shifting from tactical role of HR administrator to HR Business pressure partnership – Plenty of employee-related information available for analysis, but not used for decision making People Analytics 31  – Shortage of the skilled workers for specific qualifications ( e.g., trades, IT professionals or code writers) 8. Skill gap in – Job enrichment requiring higher qualification and professional development the market – Automation shifting from simple routine jobs to more qualified labour People Analytics 32  Talent becomes a last remaining factor for consistently growing profit because: 9. Talent is a – Marketing and technological solutions are easy to copy competitive – Distribution channels become decentralized and easier for entering new markets differentiator – Information-rich products and services and innovation becomes essential for business survival People Analytics 33  People Analytics: Using Data to Transform the Workforce People Analytics 34 10. HR evolves into talent management HR analytics enables business evolution through: Understanding workers’ sentiment Predicting factors for increasing productivity at the individual and group levels Facilitation employee engagement Initiating talent-related programs for better retention and improving quality of human capital People Analytics 35 Moving from HR process-based into strategic partner Traditional Paradigm Emerging Paradigm (HR) (TM) Proactively identifies opportunities Provides support when asked and human capital risks Valued by ability to solve business Valued by responsiveness problems Uses the same data-driven, fact- Deals with ‘soft side’ of the business based approach as the organization Managers and TM jointly apply Problems are the responsibility of HR experience to address issues Employee development is a shared Owns employee development responsibility People Analytics 36 What are some of the challenges when implementing People Analytics? People Analytics 37  – Gain support from non-HR senior suite – Align people management strategy and people analytics with overall business strategy Challenges in – Coordinate with IT and technology support departments people analytics – Ensure high quality of data collected within departments; establish quality control implementation – Coordinate with other analytical teams, such as marketing and finance People Analytics 38