As in the rest of the professional sectors, Big Data has strongly broken into the Human Resources area to achieve competitive advantages thanks to its ability to study and predict the behavior of employees, emerging what is now known as People Analytics.
However, “there are still many challenges to be faced within companies, such as the insecurity generated by meddling in employees’ personal information or the uncertainty about the limits when making use of these personal data,” says Miriam López , CEO of The Valley Talent
Therefore, the headhunter specialized in the search for talent to lead the constant digital evolution in companies, and integrated into the ecosystem The Valley, has identified three fundamental challenges that companies must carry out if they want to benefit from Big Data at the service of Human Resources.
First, consolidate as a secure management system by implementing prevention measures that carry out a comprehensive and large-scale monitoring of web traffic, as well as the application of algorithms to identify anomalous origins. Second, increase transparency in the use of data by adapting to the new General Data Protection Regulation (RGPD) of the European Union by reviewing its privacy notices. And finally, optimize the quality standards of the tools to be used to guarantee that the information is accurate, reliable, exhaustive and accessible.
Check the performance and satisfaction of the equipment, some of its advantages
People Analytics has numerous advantages for the HR department that directly impact on a more accurate decision-making system, based on real and demonstrable data that leads to a more just and optimized talent management. The Valley Talent reveals the main benefits:
• Vision of team performance. The monitoring, analysis and exchange of data related to the objectives and performance allow obtaining a vision of the performance of the teams. Provided it is managed from the point of view of the contribution to the process and not so much that of skills, abilities or skills. This is also efficient for internal promotion processes and when establishing more flexible remuneration schemes, based on individual performance.
• Improvement of the recruitment process. The large amount of data extracted from the curricula and other external sources such as the Internet achieve more strategic and analytical recruitment processes. It is also possible to complete the selection of personnel by launching simulated exercises in which, through the presentation of specific scenarios, the capacity and quality of the candidate’s decision is verified in real time.
• Detection of the level of employee satisfaction. With surveys, evaluations or interviews you can know if the work team is motivated or not and if the development opportunities offered by the entities are being used. Here anonymity is key. This allows to know problems, detect the causes of loss of talent (Attrition) and discover with enough margin what employees are considering leaving the company and why.
• Know topics of interest and links between workers. An excellent resource is to develop a social network in which all the members of the company participate. From the same could be analyzed: topics of interest to employees links generated, nodes of knowledge, level of collaboration or talent detection. The data generated in this network will be both quantitative and qualitative and will allow identifying the most productive interactions and knowing the team more deeply.
• Training and development of bespoke careers. The individual data of each employee help to establish personalized training itineraries and give the opportunity for each person to manage their professional career individually. And it is that the advanced analytics allows the employee to perceive if it is suitable for a certain position or work path. This will help reduce job frustration and improve productivity.
• HR, more time to perform valuable tasks. The managers of the HR department usually dedicate about 80% of their time to administrative tasks. With Big Data, the percentage destined to perform value tasks related to talent management itself (career development, training, etc.) can be expanded. This would have an impact on the increase in the link between this area and the strategic objectives of the company.