I had yet another call today with a brilliant data scientist working inside of a Human Resources Department of a major business. This HR data scientist has both a strong analytics and predictive analytics background. She has a Bachelor’s Degree in Statistics and a Master’s Degree in Predictive Analytics. She excels in R, math, predictive modeling, machine learning and all things quantitative. She is also excited about applying data science from other domains, to solve interesting workforce optimization challenges.
She applied for a quantitative HR role that promised to let her use her skills and interest in solving difficult employee-based challenges. She was hired for this role. What’s the problem you ask? HR won’t let her do Data Science.
Over and over again she has suggested a data science approach to help solve employee focused challenges that have plagued the organization for years, and cost many millions to the organization’s bottom line. Over and over again she is denied the ability to move forward.
Her comment is that HR seems to be scared or hesitant in moving forward to a new way of solving solutions. The real concern is that the “reason” was not fully discussed so she could learn.
She isn’t alone. And, this blog isn’t about one unique HR Data Scientist. Not by a long shot. I hear this all the time – thus this blog. As a result, I also see brilliant HR data scientists jumping from one company to another.
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