如何为人力分析专业人士创造职业道路-How to create career paths for people analytics professionals(续)文/David Green
文章导读
往期回顾:
Geetanjali在2017年9月在费城举行的人力分析与未来工作会议上发言要点回顾:
MERCK&CO.的人力分析团队
这个团队由三支柱组成:咨询、高级分析、报告和数据可视化
创建一个数据驱动的文化:高层领导的支持对于人员分析功能的成功至关重要
在人力分析中创造职业道路:一个能够提供发展和职业发展的组织和领导者,可以成为吸引和留住人才的关键因素。
三“C”模式:Capability-Capacity-Connectivity
今日导读:
领导人员分析团队
问7、在谈到你作为一个人分析领导者的角色时,你会对这个角色的新手或者将来想成为一个人分析负责人的人提出什么建议呢?
分享五个我认为普遍适用的特性,并且对于成为这个领域的有效领导者很重要。
优先考虑:对于人员分析领导者来说,学习如何无情地优先考虑团队将花费时间和精力的项目是至关重要的。
位置: 一个好的领导者知道如何找到合适的机会去重新定位、结合和展示这项工作。这不仅对获得声望和对人员分析的认可很重要,而且对提升团队的士气也很重要。
连接: 当你建立起新的职业联系时,你也开始建立友谊,这是一个支持网络,可以帮助你在这个相当模糊的、新的人力分析空间中导航。
与时俱进:作为一个优秀的人员分析领导者,重要的一点是要跟上外部变化的步伐,并将这种学习带回您的业务中
发展:一个有效的领导者需要投入时间和精力来建立自己的内部和外部网络,并与他们的团队分享他们的进
问8、我观察到的一个挑战是,作为一个人分析的领导者,你必须平衡在内部构建能力的重大挑战,同时关注在外部快速发展的领域。作为一名分析人士的领导者,你如何平衡这两个优先事项,以及你如何了解公司外部发生的事情?
尽可能多地阅读各种不同的出版物(博客、文章、白皮书、书籍),这些内容让我与人力分析的各个方面:从社会科学到人工智能都保持联系。
此外,与来自不同行业的其他从业者建立联系很有帮助,我通过非正式的和正式的对等网络进行联系。
最后,我试着每年参加一些活动来学习新的东西和认识新的人。
人力分析的未来
问9、你认为人力分析的主要趋势是什么?
我认为人力分析中的一些“热点领域”将在未来继续变得“更热”。
我还认为,随着研究的增长和越来越多的组织对这一领域的投资,网络的力量将得到充分的挖掘和释放。
最后,要实现所有这些类型的分析,最重要的领域之一将是关于数据使用、隐私和人员分析领域的安全性的伦理研究。
问10、我们如何平衡我们能做什么以及我们应该做什么? 谈谈你对道德和隐私等方面的关注。
过度反应或倾向于采用过于保守的方法,这可能会妨碍人员分析领域的一些重要工作。
话虽如此,与适当的实践专家密切合作,就业法律、隐私法律、伦理、通信、业务合作,和工人委员会合作是一个很好的方式,以确保除了工作的合法性。
另一种从道德角度是预先与内部客户分享你分析的可能结果,并向他们清楚地说明在每个场景中他们将采取什么行动。
在人力分析领域工作类型需要把伦理放在最重要的日程上
英文原文:
LEADING THE PEOPLE ANALYTICS TEAM
7. Turning towards your role as a People Analytics Leader, what would your advice be to someone who is new to this role or who aspires to be a Head of People Analytics in the future?
I think everyone has different strengths and experiences, which means their approach will vary with regards to them proving successful as a people analytics leader. But based on my personal experiences and observations of others, I can share five attributes that I think apply universally and are important to being an effective leader in this space.
Prioritise: Whether you have a small or large people analytics team, it will never be big enough to meet all the demands of your clients, particularly as awareness of the team’s capabilities grow. So, it is critical for the people analytics leader to learn (and teach!) how to relentlessly prioritise the projects on which the team will spend its time and effort. A good rule of thumb is to think about the magnitude of business impact that an analysis has the potential to deliver, or a key relationship that it can help build in the business for future collaborations and sponsorship. Many teams even use formal prioritisation grids to help the process, but ultimately the leader needs to ensure that the criteria used to allocate resources to projects aligns with the vision and mission of the people analytics team (which in turn, should align with the objectives of the enterprise).
It is critical for the people analytics leader to learn (and teach!) how to relentlessly prioritise the projects on which the team will spend its time and effort.
Position: A critical skill for a people analytics leader is the ability to effectively position analyses before the right decision-makers at the right time to maximise positive outcomes and build a strong people analytics brand. This is probably one of, if not the most, important part of being a people analytics leader. On many occasions, brilliant workforce analyses have been underutilised in their original scope, but a good leader knows how to find the right opportunities to repurpose, combine and present this work. This is not only important in gaining prestige and recognition for people analytics, but also for boosting the morale of the team.
Connect: There is a small, but growing, community of people analytics leaders globally who collectively have a spectacular amount of experience and knowledge. Fortunately, this community is inclusive and generous, in terms of sharing their knowledge and connections with others in the field. The group is a great resource to learn about new technologies, techniques, vendors, and also receive tips and tricks that can help a new leader to avoid mistakes and grab the right opportunities. Most importantly, as you build new professional connections you also begin building friendships that are a support network to help you navigate this fairly ambiguous, new(ish) space of people analytics.
Evolve: Since a people analytics leader needs to have some depth in analytical methods, it is always a good idea to read, listen and learn. Thanks to social media there are amazing resources available, many of them free, that any analytics leader can and should leverage to keep oneself updated and evolving. There are some extremely prolific writers (like David Green!) who share both original and curated content on various forums including LinkedIn. Whether you are looking for detailed tutorials on advanced data science methods or want to learn about the latest technological breakthrough and its application to people data, there is a publication, podcast, or video out there on it. Another reason why this mind set of curiosity and awareness is important is because the people analytics space is sensitive primarily due to ethics and privacy reasons; and keeping a handle on that also demands a leader who keeps their eyes and ears open. An important part of being a strong people analytics leader is to keep up with the pace of change externally and bring that learning back to your business.
An important part of being a strong people analytics leader is to keep up with the pace of change externally and bring that learning back to your business
Develop: Last, but certainly not the least, a critical part of being a good people analytics leader is simply being a good leader. This implies being someone who invests in the development of their team. It is of particular importance because it is a space that has attracted a lot of exceptional talent, but still has somewhat limited opportunities for advancement. Therefore, an effective leader needs to invest time and effort in building their own internal and external network; and share it with their teams for their advancement. They should also be committed to actively finding or creating opportunities for their team members to learn new skills and develop themselves as multi-faceted professionals.
An effective leader needs to invest time and effort in building their own internal and external network; and share it with their teams for their advancement
8. One of the challenges I’ve observed in being a people analytics leader is that you have to balance the significant challenge of building capability internally whilst keeping an eye externally on what is a fast-developing field. As a people analytics leader, how do you juggle these two priorities, and how do you keep abreast of what is happening outside the organisation?
I strive to practice the same behaviours that I would advise new people analytics leaders to try. For example, I follow and subscribe to content by certain thought leaders in people analytics and read as many varied publications as possible (blogs, articles, whitepapers, books) which keep me connected to the different aspects of people analytics; from social science to artificial intelligence.
In addition, it really helps to connect with other practitioners in the field from different industries, which I do via both informal and formal peer networks. This helps to broaden one’s worldview, spark new ideas, and offers a forum to ask questions of your peers. Most likely, if you are facing a people analytics quandary, there is a leader out there who has faced it too and would be willing to share their experience.
Finally, there are a plethora of great conference events out there, and the quality and number of these keeps rising every year. I try to participate in at least a few such events every year to learn new things and meet new people.
THE FUTURE OF PEOPLE ANALYTICS
9. What do you believe will be the main trends moving forward in people analytics?
I think that a number of “hot areas” in people analytics will continue to get “hotter” in the future. The idea of employee experience will grow even wider with focus on the end-to-end experience all the way from being a prospective candidate stage to becoming an alumni of the company. This is likely to grow simultaneously with the focus on managing and optimising a new, fluid workforce that may at any one time be full-time and freelance, human and robotic.
I also think that the power of networks will be fully explored and unleashed as research grows and more organisations invest in this space. The applications of network analysis are so varied and relevant, that it should continue to gather steam in the future.
Finally, from my perspective to enable all these types of analyses, one of the most critical areas that will grow in importance will be the study of ethics relating to data use, privacy and security in the space of people analytics.
10. Finally, how do we balance what we can do with what we should do? How concerned are you about areas such as ethics and privacy?
This is a great question, and a difficult one to answer. The frontiers of what is possible are being pushed at a break-neck speed thanks to ever larger datasets being at our disposal faster, and at cheaper cost. And that pace makes it tough to process the implications in real time. In fact, this often leads to an overreaction or the inclination to adopt an overly conservative approach that can hamper some great work in the people analytics space.
That being said, I believe that an extremely important fact to understand about the space we work in is that we should not do something just because it is possible. Besides being legally compliant, the type of work being undertaken in this field needs to put ethics at the very top of the agenda even before beginning work on an analysis. Working closely with the appropriate experts in the practices of employment law, privacy law, ethics, communications, business partners and workers councils is a good way to ensure that besides the legality of the work, its potential impact on people is also being considered through the lens of ethics, privacy, and empathy. Most established organisations have extensive reviews involving these types of stakeholders already in place.
Another way to pressure test the approach from an ethics lens is to share possible outcomes of an analysis with the internal clients beforehand and ask them to articulate what actions they would take in each scenario. Obviously, this method is not possible in every situation, but when applicable it can be a useful “stop and reflect” moment.
The type of work being undertaken in the people analytics field needs to put ethics at the very top of the agenda