The Power of People - Book Overview
The human race’s quest for information is never-ending. Businesses and organizations are no exceptions. Business leaders continually seek out knowledge about their organizations to gain insights from all the data that exist. This is so they can make evidence-based decisions to improve their organization’s performance and gain competitive advantage in the marketplace.
The discipline called “analytics” exists to meet this need. Analytics is the discovery, interpretation, and communication of meaningful patterns in data to inform decision-making and improve performance. Analytics concerning human resources, people and the workforce is known as workforce analytics, and that is the focus of this book. The Power of People sets out how to establish, operate and lead workforce analytics to better serve organizational ambitions.
Part I - Understanding the Fundamentals
Part I focuses on how workforce analytics got its name, why it is important, and its potential business impact. It also articulates a recommended approach to undertaking any analytics project, to ensure that it has purpose and clarity and also uses robust research design and analysis. In addition, this part offers case studies to help the reader understand potential benefits. Finally, we discuss the important role of the workforce analytics leader and why that person is essential for success.
This first part is important for everyone to read because it covers the fundamental elements you need before you get started. Business and HR leaders will be particularly interested in Chapter 1, “Why Analytics?” and Chapter 6, “Case Studies,” to understand potential value from a workforce analytics team or function.
- Chapter 1 – Why Workforce Analytics?
- Chapter 2 – What’s in a Name?
- Chapter 3 – The Workforce Analytics Leader
- Chapter 4 – Purposeful Analytics
- Chapter 5 – Basics of Data Analysis
- Chapter 6 – Case Studies
Part II - Getting Started
Part II focuses on important concepts when starting out in workforce analytics, such as establishing the purpose of a workforce analytics program, determining why your organization wants analytics, and identifying where that demand is coming from. It also focuses on the stakeholders who will enable success and how to get started with “quick win” projects.
This part helps chief human resources officers (CHROs), aspiring workforce analytics leaders, and HR professionals tackle the first few steps and it details what they might spend the first few weeks and months doing. This part is also helpful for anyone who wants to collect ideas about workforce analytics before recruiting someone to lead the function.
- Chapter 7 – Set Your Direction
- Chapter 8 – Engage with Stakeholders
- Chapter 9 – Get a Quick Win
Part III – Building Your Capability
Part III enables workforce analytics leaders and other HR executives to really understand how to ensure success. It has detailed sections on managing data, technology, and partners, plus suggestions for necessary skills. Finally, this part recommends an operating model to ensure continued and integrated success of workforce analytics as it becomes operationalized in the organization. This part gives the reader practical tips and recommendations for ensuring continued and longlasting success. It is particularly aimed at analytics leaders and HR executives who are accountable for workforce analytics.
- · Chapter 10 – Know Your Data
- · Chapter 11 – Know Your Technology
- · Chapter 12 – Build the Analytics Team
- · Chapter 13 – Partner for Skills
- · Chapter 14 – Establish an Operating Model
Part IV – Establishing an Analytics Mindset
Sometimes simply undertaking analytics projects is not enough. Instead, time and energy are needed to change the culture of the organization. Part IV focuses specifically on how to change your organization’s HR function from largely administrative to one that embraces an analytical mind-set. In addition, this part focuses on two skills that HR usually lacks: storytelling and visualization. This helps the reader move away from simply showing chart after chart to instead tell stories with data and explore ways to get points across effectively. Finally, Part IV envisions what might happen in the field of workforce analytics in the next few years.
This part is useful for HR and other business professionals who need to tell stories around an analytics topic and who need to change the mind-set of the people with whom they interact.
- Chapter 15 – Enable Analytical Thinking
- Chapter 16 – Overcome Resistance
- Chapter 17 – Communicate with Storytelling and Visualization
- Chapter 18 – The Road Ahead
At the end of the book, we provide a glossary that gives standardized terms and definitions for important elements of workforce analytics. Many analytics leaders requested this list to aid them in meaningful discussions with business leaders without getting lost in confused terms and misunderstandings. Using standardized terms, we can build a professional common understanding of workforce analytics.