Establishing an Analytics Function Data Analytics

Establishing an Analytics Function

Introduction

Analytics, in the words of Pease, Byerly and Fitz-enz (2013), could be defined as “the science of analysis” (9). This paper will focus on the creation of a HR analytics function for Apple Inc. On this front, a systematic process will be followed so as to ensure that the said function is not only efficient, but also effective. The systematic process has been embraced owing to the fact that as Waters, Streets, McFarlane, and Johnson-Murray (2018) point out, although there exists no ‘holy grail’ in as far as the establishment of a HR analytics function is concerned, there is need to embrace various best practices formulated with an aim of ensuring that resources and efforts in this particular case are focused. It would also be prudent to note that the present undertaking will be informed by the fact that the analytics function will likely be impacted by the various goals and attributes of the company.

Step 1: Assessment of the Climate

I am convinced that there is need for the organization to have in place a clear methodology that informs the development of human resource insights that are data driven. One way of achieving this is through the creation of a HR analytics function which will come in handy in efforts to develop Apple Inc.’s HR analytics capabilities. This is especially important if we are to ensure that going forward, better decisions are made in relation to the promotion of positive employee experience, enhancement of various work processes, etc.

The creation of a HR function is a process that would ideally require the input and/or insight of various leaders across the organization (Pease, Byerly and Fitz-enz , 2013). Those to be actively involved in the process are top-level managers and the executive team. They comprise of the Chief executive Officer (CEO), Chief Finance Officer (CFO), Chief Operating Officer (COO), VP – Human Resources, and VP – Product Development. Senior departmental managers in finance, human resource, IT and product development will also be roped in. The top-level managers highlighted in this case will be instrumental in resource allocation efforts and ensuring that the present efforts are aligned with the long-term strategic goals of the company. They will also offer crucial insight in as far as the management of some key stakeholders (i.e. BOD) is concerned. The insight of various senior departmental managers will also be required in the assessment of diverse perspectives at the division level. This is more so the case given that they have intricate details of the day-to-day operations or workings of the organization and could, thus, have valuable insight about the effectiveness of diverse processes and systems of relevance to the successful development of the organization’s HR analytics capabilities.

Ultimately, stakeholders of the present undertaking will be inclusive of the senior-level executives who will benefit from enhanced ability to make better data-driven decisions and analyze concerns of relevance to the workforce in more superior formats. The Board of Directors also has an interest in the success of the function as well as its deliverables because improved workforce processes and better HR decisions are likely to have a positive impact on the bottom-line. This is more so the case given that the board seeks to represent and advance the interests of shareholders.

1. My understanding of the vision for the company’s analytics function and its purpose is completely clear

I have a pretty good understanding of the company’s deficiencies in as far as the collection and application of data to guide various HR functions and aspects is concerned. I am, thus, aware of the need to further enhance the company’s HR analytics capabilities.

2. My understanding of whom I should turn to for direction and input while developing and maintaining this function is completely clear

I have already recognized organizational leaders who will be instrumental in efforts to guide this function and ensure the availability of the relevant resources. I have also identified persons of interest in as far as the gathering of crucial insight about certain aspects of the function is concerned.

3. The stakeholders in the success of the HR analytics function are completely clear

Those who have the ability to influence outcomes on this front have been identified. Also identified are those who will benefit most from the successful deployment of HR analytics function.

4. The definitions and guidelines and procedures to collect, enter, and securely manage data in our systems are somewhat sufficient.

Although there are clear data collection and entry protocols in place, the organization has not invested sufficiently in the relevant guidelines and procedures in relation to the secure management of data.

5. The reports and metrics HR creates and disseminates to leadership are somewhat sufficient

The reports and metrics that the leadership gains access to could largely be deemed basic. No attempt has in the past been made to align the said metrics and reports to best practices in the HR analytics realm.

6. The technical resources dedicated to analytics are somewhat sufficient

To a large extent, there are other organizational undertakings that demand a share of the finite technical resources.

7. The people resources dedicated to analytics are somewhat sufficient

Analytics has not been given the attention it deserves – effectively meaning that the human resources dedicated to manage core HR data systems cannot be deemed sufficient.

8. My understanding of the business processes that impact the data we use is completely clear

I have a clear picture of the impact that learning management, performance management, job architecture, compliance, etc. have on the data utilized, and the existing areas for improvement.

9. Other factors to be considered

One other factor that ought to be taken into consideration is how to gain continued/long-term organization-wide support and enthusiasm for the present undertaking.

10. The most challenging factor

The most challenging factor, in my opinion, remains the mobilization of sufficient resources (i.e. in terms of technical resources and people resources).

Step 2: Targeting an Approach

The Need for a Governance Committee

The governance committee will be established with the aim of ensuring directed efforts and minimizing bottlenecks in the development of the organization’s HR analytics capabilities. The ultimate goal of the governance committee will be to establish a robust framework for the collection and application of the relevant data in efforts to achieve better HR outcomes (especially in relation to employee retention) and ultimately accomplish the company’s business objectives. The committee will oversee a number of business components. These are inclusive of, but they are not limited to; talent development, succession planning, compensation & benefits, and performance management. One key expectation on this front will be achievement of objective evaluation procedures by ensuring that key metrics in these realms are measurable. The committee will comprise of one member from the BOD (to ensure strategic focus), the CEO (to provide operational leadership and avail resources), VP–Human Resources (to provide valuable insight on HR efforts of relevance to the function), and one senior departmental manager – IT (to ensure that the relevant applications, systems, and procedures of data collection and management are designed, re-designed and deployed to support the HR analytics function). The committee will be chaired by the CEO.

Step 3: Strategy Definition

The department will champion and advance the need for the promotion of a data-driven approach to ensure or promote better people management at the workplace. Thus, 5 years from now, this particular function should be the key driver of data-driven decision making within the organization. Further, within that same period of time, the department should have in place structures for not only the quantification, but also the identification (in a systematic manner) of the people drivers that in one way or another influence or impact business outcomes.

Step 4: Building a Team

Data Advocacy: VP – Human Resources

Data Gathering: Senior HR departmental manager (Human Resources Manager)

Data Analysis: Data Analyst (a new role to be created)

Evidence-Based Decision-Making: VP - R&D

Step 5: The Ideal Project Management Approach

The project management approach that will be deployed on this approach is the Waterfall Methodology. This particular approach has been selected for a number of reasons. To begin with, the end goals have in this case been defined (as has been highlighted elsewhere in this write-up). Also, this particular project could be deemed largely predicable and consistent. This is more so the case given that stakeholders have in this case been identified and the HR analytics team defined. In the words of Sims and Bias (2019), “tasks and phases are completed in a linear, sequential manner, and each stage of the project must be completed before the next begins” (157). However, I am fully aware of the fact that this particular approach could make matters rather complex if certain crucial project metrics change or are adapted. This is not, however, anticipated during the entire term of the project. It is also important to note that this particular approach could be ideal in those scenarios whereby there may be need to bring on board new players in the course of project implementation. Some of the key phases of this particular approach are requirements, analysis, design, construction, testing, and deployment/maintenance.