I recently shrugged of the warm and secure embrace offered by the large corporate businesses I’ve always worked for. I’ve struck up with a tech start-up that holds the shining star of big data aloft. Why? Ultimately, I want to be inspired! 

Embarking upon my latest career adventure, I’ve joined the hugely inspirational team at Talent Intuition. My preference has always been to look to the horizon rather than back over my shoulder, so the opportunity to spend my time exalting the benefits of the strategic use of data to the great and the good in the corporate HR world seemed just the ticket.

I think we’re at a crossroads when it comes to making good use of the recent explosion of data and in my new venture, I hope to help HR leaders capitalise on new ways of using it.

A people problem not a data problem

For years we’ve been hearing that the effective use of data will be the differentiator when it comes to securing competitive advantage. That’s all well and good but without a clear strategic plan to precede the gathering ad interpretation of intelligence, how can you ever expect to get it right?

This is a people problem, not a data problem. The ‘cart before the horse’ scenario is all too common as businesses rush headlong into data and analytics without a clear understanding of what they want to achieve with the information they find. Sometimes this uncertainty can lead to a third outcome – doing nothing.

Robert Bolton, Head of People & Change @ KPMG observed in a recent survey : Those that ‘get it’ are acting decisively, viewing HR as a new value driver and turning to data, predictive insights and AI. The rest are either limiting themselves to changes that show some progress, perhaps through data and analytics initiatives, or simply clinging to a static approach that’s perilous.

To further compound the issue, a significant numbers of HR leaders seemed in no hurry to address the situation in the immediate future;  “20% — of HR leaders believe analytics will be a primary HR initiative for them over the next one to two years. Fewer still — 12% — cite analytics as a top management concern.”

Why you need to have a plan

For business leaders to address the issue, it’s vital to begin with a coherent plan. Here I’ve outlined some questions to help you determine what that plan could include:

• What do you want to achieve? By identifying the end goal, you can tailor your strategy accordingly.
• What are the most effective sources to gather this data? Quantity is not necessarily the aim here, but quality. 
• What will you do with the data once you have it? Do you have the infrastructure in place to turn data into actionable insight?

Lastly, ensure that you take everyone along for the ride. CHROs need to lead from the front and guide their in-house teams in effective considered strategical practice. It’s vital that HR can action and share the insights to be able to progress the plan. 

Transparency of the process, adequate skills pools to manage the data, and the training those involved to ensure effective engagement and adoption. All will be crucial to the project’s success. On the face of it, the approach seems straight forward. However, the reality for some organisations is that they are just not in a place that allows them to progress in this way.

Stratigens is the answer!

We know that some CHROs struggle to appreciate the value and impact to their businesses of data, business intelligence and analytics.

It’s exactly this type of proactive approach that led to the creation of Talent Intuition . The recent launch of Stratigens from Talent Intuition provides external data about human capital that enables strategy, planning and delivery from a talent point of view.

Are you an HR business leader? Would access to external data about talent help HR to drive the business, work more  strategically, increase efficiency, save costs and mitigate people-risk?

To find out more about Stratigens, please get in touch to see a demo.