Maximizing the Impact and Effectiveness of HR （最大限度地提高人力资源的影响和有效性）.pdf

Maximizing the Impact and Effectiveness of HR Analytics to Drive Business Outcomes By Scott Mondore, Shane Douthitt and Marisa Carson, Strategic Management Decisions 20 PEOPLE STRATEGY The topic of HR analytics has been given a lot of press lately—and rightfully so. It affords HR leaders an opportunity to show the direct impact of their processes and initiatives on business outcomes. Unfortunately, as with many concepts that were once new to HR (e.g. engagement, quality circles, etc.), the definitions and process details associated with doing analytics the right way have not been well-articulated. e will help remedy this by taking Chief financial officers (CFOs) do the same What HR Analytics Wyou through a step-by-step pro- thing when they produce financial forecasts cess of conducting HR analytics or conduct a cost/benefit analysis. The goal is Is Not for maximum impact and effectiveness, to understand the past and present to predict while making sure that we give you the the future, basing these assessments on facts It is also important to try to put a halt to some details, via case studies, to get it done right. and data. Therefore, the idea, for example, of the misconceptions about analytics before We will clearly articulate a step-by-step pro- that employees’ attitudes can be scientifically HR leaders go down those paths. HR analyt- cess for making these connections so that and rationally related to tangible business ics is not the following: HR can clearly articulate a business-case outcomes is not ridiculous. In fact, based on and show the business impact of its invest- our experience with organizations of all sizes, ments—like other departments/functions it is quite feasible—and in this age of intense Efficiency Metrics/Scorecards within organizations.