“I really must go to the third floor,” Renfield insists over the other employees’ protests. “I’ve been asked to consult with the head of people management about creating an analytics team. They’re expecting me.”
One of the nearby workers grabs Renfield’s lapels and pulls him close. “You don’t understand,” the man says. “We here in the office believe that people management is…” He glances around, nervously, leans closer and whispers, “We believe they’re really… human resources!”
“Oh, that’s just assistants’ gossips,” Renfield says. “Now, really, you must let me through. I have an appointment.”
“Wait!” The office manager pushes through the crowd, waving a form above her head. “If you won’t listen, then take this W-2. It’ll protect you.” She thrusts the form into Renfield’s hand and adds, “It’s riddled with mistakes.”
The third floor is dimly lit, offices still only partially constructed, furniture still draped in plastic. No signs indicate where he should go and a sense of abandonment clings to the scent of still-wet paint. “Hello?” he calls.
A figure appears, the light flickering around them. “I bid you welcome,” they say, and Renfield notices the tappity-tap-tap of many fingers rushing over keyboards. “Listen to them, the collectors of data. What music they make! Come along,” the People Team leader instructs, gliding down the hallway toward a single shaft of light Renfield can swear wasn’t there a moment ago. “Data is the life, Mr. Renfield.”
Wait. Why are you talking about vampires again, Leks?
There is a reason, and I assure you it’s not merely a way to shamelessly shoehorn my side interests into work-related topics. (Mostly.)
For contemporary businesses, data really is the lifeblood of your company. It’s what keeps everything moving from making sure there are paper clips in the supply cabinet to getting your product into the hands of the right user. Without accurate, up-to-date data, your organization isn’t even in the running to be a successful company.
While gathering quality consumer data is essential for the contemporary organization, data analytics has another equally important role to play: people management.
There are four main categories you need to think about for an effective analytics framework: Enablers, Deliverables, Stakeholder Management, and Governance.
In this Process Street post, I’ll explain what they are, how to use them, and how to not be creepy about it. Before you know it, you’ll wonder how you ever made HR decisions before people analytics came along.
- Will you be an HR hero or an HR hooligan?
- Is it time for you to form a people analytics team?
- Isson & Harriot’s 7 Pillars of People Analytics Success
- The 4 ingredient categories of the People Analytics Effectiveness Wheel
- Power tools for your people analytics team
- A word of caution on people analytics procedures
Let’s analyze some data!