Volume 18, No. 5, 2021
Talent Analytics : Understanding The Data-Driven HR
Prof. Rajashree Bhise Mr. Ashish Singh , Dr. Raj Mishra , Dr. Chetna Mehta , Prof. Mritunjay Kumar , Prof. Tushar Shende
Abstract
We can define Talent as the method of collecting, analyzing and reporting the HR data. This data can then be used to understand the impact on various HR metrices, which, in turn impact the overall business performance and the decision making process in an organization. It is also known by other names like: HR Analytics/ Workforce Analytics/ People Analytics etc. Heuvel and Bondarouk have defined HR Analytics asa process that systematically identifies and quantifies thedrivers of business results. In simple words, we can imagine HR Analytics as an amalgamation of the Human Resources and Information Technology verticals in a company. A team of workers with the proper IT resources and the competence to maximize any to be had technology, self-efficacy for getting to know and the use of new IT resources, and mixing Human Resources and IT information to create fee for an enterprise affords a belief of consolation for growing and maintaining aggressive advantages. The symbiotic relationship established by the combination of HR and IT brings out the best in human resources and leverages investments in IT in order to make sure employee’s needs are being met and withinside the maximum green manner (Ramlall, 2003). Even though the clear benefit of the Talent Analytics to not just the HR department but the entire organizations, a research in recognized journals reveals a minimal impact of scientific research (Janet H. Marlera, 2016). The researcherscomprise mainly of the qualitative case studies which describe only the current management frameworks in a very vague manner, also, the adopters of the Talent Analytics are the risk takers in their industries facing a lot of uncertainty, and hoping for high paying risk opportunities (Janet H. Marlera, 2016). Most leaders have one question in mind, when they refer to the Human Resources Department, i.e. What’s next for HR? Leaders today have emphasis on adding value to the organizational vision and mission more than ever before. So, how is it that HR could add value to the organization? The answer to this question lies in identification of the areas through which HR can contribute in current scenario, and, this can be done through Talent Analytics, which we have already discussed is all about collecting, analyzing and reporting the HR data. Post the data collection, an outside/inside approach can offer the relevant goals or benchmarks to determine the feasibility and accuracy of Human Resource activities inside the company—in meeting needs of the various stakeholders. Monitoring business contexts and stakeholders, allows the Human Resources to continuously align its tasks with the external factors and to evaluate its journey of adding value(Dave Ulrich, 2015). Although people analytics field still new, it’s picking up momentum. Compared to 2015 where only 4% of the companies had the ability to use predictive modelling, in 2016, this number doubled to 8%(Scott Keller, 2017).
Pages: 3802-3811
Keywords: Now that we have got an idea of what Talent Analytics is and how it can prove resourceful to an organization, we can further dig into the feasibility and resourcefulness of this subject