CHRO,Human Capital Analytics,KPI,ROI,Steuerung,Workforce Planning.HRM#!.
eMail: rene.broekhuis@gmail.com – Mobile phone +31 (0)6 1209 7315 – Office phone +31 (0)30 3200 210
eMail: rene.broekhuis@gmail.com – Mobile phone +31 (0)6 1209 7315 – Office phone +31 (0)30 3200 210
When I lead the Global HR Analytics function within Deutsche Bank we were one of the first companies who have implemented Global Reporting – about 20 figures defined globally. Slightly more than 10 years later HR Analytics has greatly evolved. Through the establishment of Descriptive Analytics (looks at past performance) and the construction of Predictive Analytics (answers the question what will happen), we are now able to think about Prescriptive Analytics. Prescriptive Analytics suggests decision options on how to take advantage of a future opportunity or mitigate a future risk and shows the implication of each decision option. As an expert on Strategy Execution, Prescriptive Analytics is a must. It helps to formulate strategies, to align and to adapt. For HR, in particular for the CHRO, this results in the chance to finally act as a business partner on par with the C-level and to make a significant and measurable contribution to business success.
I cannot agree more. I’ve seen HR analytics being developed and implemented at different levels of sophistication. Wherever it is, it always support to create a dashboard for the manager and to make their decisions more objective for further discussion, monitoring and as a feedback loop for the next phase. To get there, requirements upfront and beyond should be deployed as well i.e. measurement and reward.