The HR Analyst becomes the scarce resource in HR

Making critical people management decisions is a highly complicated HR process. The business world gets more complex, and we need to gather many information and opinions than we have collected before. Just after that we can proceed to the next step in the strategic decision-making procedure. The HR Analyst become the critical member of the HR team so that she can support all the decision with the predictive analytics. However, we usually miss the bright analysts in our teams. It takes a time to develop a new one. It is also difficult to steal one from the competitor. They are usually well salaried, and the HR team takes care not to lose them.

Today, the business is too complex to make just gut-feeling decisions. Emotions often spot the right director, but the HR leader needs to support all proposals with correct information and data. That is the role of the HR Analyst to gather right pieces of evidence. She needs to ensure the HR leader has compelling information to attract the rest of the leadership team.

Moreover, there is always the competitiveness issue. Finding the best mix of compelling HR practices to gain the competitive advantage is difficult. The HR leader has to choose the right opportunities that will be attractive to employees and job applicants. Most organizations tend to be the average ones; becoming the one unique pains. However, the HR Analytics can explore potential organizational areas where the company can excel at low costs.

HR Analyst - A scarce HR employee?
HR Analyst – A scarce HR employee?

The modern business requires decisions backed by the predictive analytics. Human Resources plays no exception in this. The HR leader cannot just monitor the past development; she also needs the forecast of the future. The HR Management Team can implement business improvements that are recommended by the HR Analyst as the most impactful. Well-defined HR KPIs will automatically navigate the HR team to look for the best development opportunities. They just need a small help from the analytics guy.

The HR Analyst has the role profile that never existed in Human Resources before. The core HR skills and competencies were always about communication, people management, leadership style, and negotiations. The analytics competencies were never critical. It is not just about analytical skills; it is also about forecasting and strategic thinking competencies.

The analyst can choose from many data to analyze. However, she needs to identify best target areas quickly. Even this position is about impactful outcomes; it is not about tons of Microsoft Excel sheets. She needs to have extraordinary communication skills. She needs to discuss with HR Manager and identify issues as they talks. HR Managers usually do not spot the problem clearly; the analysis can help them to target the right solution.

We have the issue that it was difficult to attract analysts from other departments. Human Resources has no a great name in the business when it comes to numbers. We never follow the same methodology, and we always have to explain what is the content. The HR Analyst is an excellent person to provide stable, agreed and approved definitions for all KPIs. However, our instability makes the recruitment of an analyst a mission impossible. Internal transfers are blocked because no one sees it as a great career advancement opportunity.

There is the only way how to attract new analysts to Human Resources. We have to change HR rigors. Numbers must become a part of our job; we have to care about budgets, plans, and overall business development. That is the only way how we can attract new analytical guys and finally – implement HR BIG DATA.

Connect HR Strategy and HR Analytics

Too many things happen in Human Resources. Everyone is late, deadlines are not met, and everyone works on several projects at the same time. We miss our strategic goals and objectives because we spend a way too much time dealing with daily operational issues. We solve immediate problems instead of line managers; we re-invent the wheel every day. We put them in front of tasks required to deliver the new HR strategy. We do not use the predictive HR Analytics to ensure the proportion of operational HR agenda decreases. However, we need to find a way forward. We have to align the HR Strategy and HR Analytics again, including learning the skills of data mining. The organization pays for Human Resources because we promise to deliver the strategic change; we promised to give a competitive advantage.

The HR Manager is the most critical resource in Human Resources. She has to dedicate her time to create the value; she should not just pass papers in complicated HR processes. She should advise internal clients how to manage employees better than they manage them now. In reality, this story is not true; the HR Manager spends time recruiting new hires and solving workplace issues instead of managers. She does not use the benefits of the HR Analytics to be more productive and efficient. That creates the constant pressure on Human Resources because the department is not delivering on its promises. Everyone works hard, but no one sees any results. HR does not provide any value added. HR Managers are overwhelmed by daily routine and operational tasks.

HR Strategy and HR Analytics
HR Strategy and HR Analytics

It is time to return to the basics of the people management. Human Resources cannot solve issues and problems instead of line managers. They just like it because they do not have to deal with difficult persons in their teams. They just call the HR Manager to solve the issue. However, we are here to design procedures for managers; we are not here to run them. In such a case the HR Director can be called the CEO.

Human Resources has to focus on its primary goals – delivering the HR Strategy and building active HR processes and procedures for line managers. Moreover, it has to support both activities by the HR predictive analytics. Managers in the organization have to be autonomous and fully accountable for teams. They just have to learn best and compliant approaches from HR Managers. The HR Team needs to teach managers to act on their own.

The HR Team needs to deliver the HR Strategy first. It is the change the organization requires. The HR leader cannot make any compromises when it comes to implementing the strategy that builds a significant difference. The sustainable competitive advantage is a must. The HR team has to employ the HR technology to enable the improvement of the people management practices in the business.

The implementation of the HR Strategy is the best moment to introduce a significant change in the HR Analytics. The strategic goals and objectives need to be supported by trends in the industry and the business. That is the target area for any analytics in Human Resources. The HR team has to connect meaningful data and information with the main HR processes. It has to demonstrate the value added.

The critical imperative for Human Resources is the simplification of processes and procedures. It has to introduce the full service-service portal for employees; it has to bring automated smart reports for line managers. It has to allow to HR Managers spend time with the key employees in the business.

HR has to employ the predictive analytics to ensure that it manages trends. The leadership team needs to be informed about the healthy and unhealthy trends in the business. That is the real value added created by HR. The HR Analytics is the only way how to ensure that the leaders do not miss any opportunity how to manage employees better.

HR Analytics is a strong foundation of the HR competitive advantage.

No leader likes to make uninformed decisions. The supporting information and data are the essential part of each strategic document. The leaders require a broader picture to shape the decision. They need information and data as supporting evidence. That is the case for Human Resources; we have to focus on developing and enhancing the HR Analytics and HR Business Intelligence. It is not a story about HR Big Data; we can start with HR data and turning them into useful pieces of information. A modern Human Resources department sets HR KPIs, measures the performance of processes, publishes HR dashboards and tries to project the future using data from the past. That is the best business case for the HR Analytics.

The modern management and leadership are about data and processes. It is not just about grand new visions and ideas. Most leaders require data prepared by employees before they take actions. They usually decide about challenges, the company knows about. They were created in the past; the team can collect useful data and build a business case. Human Resources is not the exception. We can build business cases, as well.

HR Analytics and Competitiveness
HR Analytics and Competitiveness

There are many examples how the HR Analytics can increase the productivity and importance of Human Resources. It just needs to be focused on the entire organization and all business processes. The measurement of HR processes is vital, but it does not say anything about the value of Human Resources for the firm. There are a few stories how the analytics can help HR become better.

The sustainable competitiveness of Human Resources is based on the ability to predict future trends in the organization, industry, and country. It is hard to predict changes on the country and industry level, but we can forecast the development in the company. We just have to work with available data cleverly. The introduction of the HR predictive analytics is the sound basis for the elaboration of a competitive organization.

A vital role in modern Human Resources is the HR Business Partner. The evolution of a competitive advantage always starts with an energetic HR professional. She identifies opportunities both at a client and in the HR department. She acts as a single point of contact for internal customers. She implements new HR solutions in a client’s department. She needs to come with useful data and information, pointing ill and healthy trends in the unit.

The HR Business Partner cannot be just a renamed Recruiter (RPO). She needs to come with challenging proposals. She has to deliver a significant change. In close collaboration with the internal client, she has to analyze data, and they have to act together. This is the key objective of Human Resources – building the competitive organization in close cooperation with internal clients. She needs to support her standpoint with useful HR Dashboards.

The competitive HR Management relies on data and information. The HR leader cannot put all proposals on pure emotions. She needs to mix emotions and exact pieces of data to push the proposal through all difficult conversations. That is the reason why the HR Analytics needs to become a solid foundation of every HR team.