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bad news
statistical skills needed to do technically sophisticated analysis tend not to be located in HR, and when they are located in HR, tend to be concentrated in HR analytics centers of excellence
good news
that the limited availability of advanced statistical skills does not always restrict HR professionals’ ability to do meaningful analytics
Capability-Opportunity-Motivation Model
Labor Markets Model
Organization Design Model
3 proven framework can be applied to make better-on-the spot decisions, even in situations where there is little time for extensive data collection
Capability-Opportunity-Motivation Model
for diagnosing work-related behavior and productivity, for job design
Labor Markets Model
which can be used to analyze the cost-benefit of job design, staffing and talent management decisions
organization design model
for diagnosing structural barriers to enterprise-wide collaboration and performance
human capital analytics
most powerful when they help tell and validate a story that illustrates
the driving forces behind individuals’ and groups’ behaviors and performance
Bourdreau and Ramstad
— point out that analytics need to be:
Embedded within a logic framework (LF) that is linked to the business, LF ensures that the analytcs are focused on the right issues and are set up to maximize the discovery of data and analysis results that are actionable.
Change process (CP) is needed so they are used in a way that ensures maximum impact. CP for using the results of the analytics ensures the data is turned into action.
Challenge: choosing from the wide array of statistical and analytic techniques that are available
mean
median
minimum and maximum; range
percentiles
basic data analysis examples
basic data analysis
level of statistical expertise required:
beginning course in basic statistics
minimal on the job experience
highschool/ undergraduate level education
correlation
statistically significant differences
standard deviation
intermediate data analysis examples
intermediate data analysis
level of statistical expertise required:
one to two courses in basic statistics
3-6 months of on-the-job experience applying the techniques
highschool/ undergraduate education
ANOVA/ ANCOVA
Regression
Factor analysis
basic multivariate models examples
basic multivariate models
level of statistical expertise required:
course in advanced statistics
1-2 years on the job experience
Undergraduate/ MBA education
structural equations models
hierarchical linear models
bivariate/ multivariate choice models
cross-level models, including adjustments for grouped and non-normal errors
advanced multivariate models examples
advanced multivariate models
level of statistical expertise required:
degree or concentration in statistical methods
substantial experience applying the techniques on-the-job experience (multiple years)
graduate degree (Masters or Ph.D.)
identify data for analytics
prepare/ clean the data for analysis (transform, identify outliers, etc)
data preparation other analytic competencies
data preparation
level of statistical expertise required:
one to two courses in basic statistics
3-6 months on the job experience
highschool/ undergraduate education
(other analytics)
identify causal paths
six sigma analysis
root cause analysis other analytic competencies
root cause analysis
level of statistical expertise required:
one to two courses in basic statistics
6-12 months on the job experience
highschool/ undergraduate education
(other analytics)
treatment vs control groups
experimental design vs natural experiments
research design other analytic competencies
research design
level of statistical expertise required:
course in advanced statistics
1-2 years on the job experience applying the techniques
undergraduate/ MBA education
(other analytics)
survey design
qualitative data collection and analysis
level of statistical expertise required:
course in advanced statistics
1-2 years on the job experience
undergraduate/ MBA education
(other analytics)
interview techniques
interview coding
content analysis
qualitative data collection and analysis other analytic competencies
turn-over reports
are commonly used as a type of “temperature gauge for what is happening with employees
Average to Below Average People
- both voluntary turnover and productivity will be low
Job Demands are Raised
- both turnover and productivity should increase
Time Productivity is short
- OJT is needed for new employee to become fully productive