We enjoyed hosting QHR (Quantitative HR) for today’s educational event on using analytics to accelerate change. QHR emphasised how analytics are critical to both inform HR on the right priorities and influence leadership and managers to act.
For context, QHR explained that there are multiple analytical tools that are useful depending on company need, such as:
• Strategic Workforce Planning – forecasts workforce implications of business plans and compares to internal workforce trajectory and external labour availability to determine the people strategy
• Deep-dive analytics – generates insights on internal workforce to prioritise and explain actions
• Dashboard – provides visibility and accountability of metrics identified by other tools to monitor progress
ASX Business case study
QHR provided a recent case study from an ASX organisation to showcase the application of deep-dive analytics to address a workforce issue. This case related to a request to understand the reasons for differences in gender pay. The QHR team extracted some example analytics from the project, scrubbing client data for confidentiality purposes. The analytics were used to illustrate the types of insights and actions that often stem from such work. The various views were then compiled to paint a compelling overall picture of the total impact from various employee lifecycle events on gender pay equity.
QHR then shared how this picture has been used to both inform the adjustment of HR programs and also enlist senior leadership actions. Often in the debate about gender equity, managers believe that their actions are based on merit, not unconscious bias. However, QHR has been able to demonstrate that decisions throughout the employee lifecycle resulted in a clear divergence of outcomes for male and female employees. Using an evidence-based approach, QHR has been successful in working with internal HR to convince leaders to go beyond recognising the issue and follow the call to action.
Delegates participated in engaging discussion on how analytics could be applied to broader organisational questions. QHR provided guidance on the range of issues it has seen addressed through an analytical approach, including ageing, turnover and retention, productivity, and organisation design to name a few.
We appreciated the interaction of our delegates and their willingness to engage in discussion about this emerging HR capability. Special thanks to the Directors at QHR for sharing their expertise in an open and interactive presentation.
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