What You Need to Know
For decades, HR departments have been repositories of vast amounts of employee data. Even so, much of that data’s transformative power has remained locked away due to a lack of resources, operational pressures, and difficult-to-use analytic technology.
However, that is changing rapidly. Executive teams understand the direct business impact of better people analytics, and HR teams are under pressure to deliver insights that shape organizational strategy. Still, the best path to delivering the necessary analytics is sometimes obscure, and only some HR and IT teams clearly understand where to start.
Data is often housed in many different systems, which may not communicate well or at all. More problematic is a need for more consistency in data across those systems. Data is stored in different ways, with other formats and even basic differences in definition, so it can be incredibly difficult to combine and cross-reference. For example, something as simple as organizational structure may be stored in multiple ways across systems and may reflect different perspectives on roles and functions.
Even when data is consistent, the possibilities for analysis may seem overwhelming, leaving HR teams unable to identify trends simply because of the number of potential areas to evaluate. So, while most organizations now understand the business value of bringing together data, analyzing it for insights into employee behavior and trends, and using that to shape organizational strategy – actually getting useful insights – can seem an almost unreachable goal.
In this report, we’ll examine how one organization, WPS Health Solutions, tackled the problem of delivering meaningful business insights and successfully built a sustainable process for analytics in the future. We will also look at the lessons that the team learned so that other HR organizations can apply them.
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