Talent Analytics are Business Analytics

Talent Analytics are Business Analytics

Talent Analytics are Business Analytics

People analytics are all the rage, partly fueled by a goal to achieve a Moneyball-type assessment of talent. We’re a long ways from achieving the level of knowledge that baseball has about the value of talent, but employers that are not actively using talent analytics are putting their future at risk. Anyone reading this knows that recruiting is a business-critical function. Success largely depends on talent — acquiring it and keeping it.

Recruiting functions have a tendency to limit themselves to just bringing in talent. That is the primary role for recruiters, but there’s no reason to limit analytics to just workflows and processes. Given the data available recruiting should also stay on top of internal talent — what is available, where can it add most value, and what is at risk.

Getting a broader view of internal talent requires access to data usually not available in the ATS. Knowing who the high flyers are, and where they have performed best, can be analyzed using data in the performance management system and the HRIS/payroll system. Employees with a track record of promotions and high performance typically represent the best internal talent that is most likely to stay. But it’s not a universal truth.Research at HPshowed that while promotions decrease flight risk in most cases, the effect is reversed within the sales team: Those promoted more times are more likely to quit, unless they have also experienced a significant pay hike.

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It’s a lot easier to keep a bucket filled that isn’t leaking. People analytics that identify high performers and turnover risk can go a long ways toward achieving the goal of retention. This is an area where analytics can put the recruiting function on very firm ground. Performance and turnover has been studied for well over a century, and there’s a lot of research that can help develop the types of analytics needed to identify employees who represent a flight risk or are more likely to be high performers. For example, employees are much more likely to stay and perform better if they participate in training programs — of any type. The content matters little.Researchhas shown that employees gain more success in a position due to the connections they develop in the organization.

 



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