People Analytics and dashboards of HR Analytics deal with Performance. However, each practice has a different approach: Dashboards enable us to present KPIs, and to answer questions such as: Did we reach our goals? However, by using dashboards, we can’t answer the question: Why?
Start your People Analytics journey by listening to business leaders. A conversation with business leaders should not be spontaneously handled, but rather planned. An interview guideline is a useful tool for that purpose.
Five directions to push People Analytics towards open-source culture: learn by teaching, share knowledge across the discipline, open-source is where innovation happens, focus on demand rather than supply, engage with local practitioners.
A successful administration of the Employee Engagement Survey will include essential processes after the data collection phase is completed: Multi-variate statistical analysis, Visualization as a foundation of organizational discussion, and Follow-up procedures and practices.
The People Analytics leader is in charge of combining all the data of people in the company, in order to deal with business challenges. This leader must understand all employee data and its impact on business performance. It goes far beyond HR kinds of soft metrics.
I suggest to include five perspectives in any definition of People Analytics: Starting from C-level and business perspective, go through HR processes and IT and HRIS, and end-up with a Data science perspective and the role of the People analytics