Introduction

In the realm of People Analytics, much emphasis is often placed on developing a People Analytics Operating Model. While this is highly relevant, the connection to the HR Service Model is frequently overlooked. In this article, I will emphasize how People Analytics should be positioned within the broader HR Service Model. This integration ensures that People Analytics is deeply embedded within the processes and structures of HR, leading to a more sustainable impact.

The HR Operating Model

I will begin with a simplified overview of the HR Service Model, followed by a detailed analysis of how People Analytics capabilities can be embedded within this model. This simplified HR Operating Model consists of three main components:

1. Identifying Needs: The first step is to identify the needs of the organization, both by collecting people and business needs.
2. Prioritizing Needs: Once the needs are identified, the next step is to prioritize and develop an People strategy.
3. Executing and Evaluating Strategies: The final step in the HR Service Model is the implementation and evaluation of the HR Services,.

Traditionally within HR, the HR Service Model has been driven by the heads of Centres of Expertise (COEs) and HR Directors / Business Partners. However, with the integration of People Analytics capabilities, this process becomes more data-driven and structured.

Embedding People Analytics in the HR Service Model

As mentioned, it is crucial for the People Analytics department to be an integral part of the HR Service Model, driving true added value and making a lasting impact. Before I map the People Analytics capabilities onto the HR Service Model, it is useful to provide a brief overview of these capabilities..

The Key Capabilities of People Analytics

In our People Analytics department, we currently distinguish the following five key capabilities:

1. Dashboarding & Reporting: Create visual data representations and reports to provide real-time insights.
2. Employee Listening: Monitoring employee sentiment through e.g. surveys on a large scale of HR and strategic topics, reporting to all organizational layers.
3. Data Science & Research: Collecting and analyzing complex data sets to uncover insights and drive decision-making using statistical methods, machine learning and GenAI. When statistical/AI models are provided by vendors, this capability acts as a Gatekeeper to ensure that models meet our organization’s standards.
4. Organizational Effectiveness: A combination of Strategic Workforce Management (SWM) and Organizational Design (OD). Organizational design focuses on aligning strategy with the operating model, design principles and organizational structure (incl. Job Structure), while Strategic Workforce Management anticipates future people/skill needs and identifies gaps that need to be closed.
5. HR Analytics Consultancy: Creating a bridge between stakeholders and the products and capabilities of People Analytics to drive business outcomes.

Rather than discussing these capabilities in isolation within a People Analytics Operating Model, I’ll discuss how these capabilities can be positioned within the HR Service Model. The overall aim is to ensure that the capabilities of the People Analytics team are part of every step in the HR Service Model.

‍

Read full article here