Spanish
The complicated situation we are experiencing has made it clear that HR management is a fundamental activity for organizations that need to constantly evolve to adapt to and face the relentless changes. For this transformation, embracing analytics has been one of the innovations to have most evolved this field in recent times. It allows organizations to analyse and manage all employee data, by pooling them to provide a large volume of valuable information to different business areas for aspects, such as data inference and payroll balances, robotizing certain processes, handling talent management procedures, and more. In short, using these new algorithms has made it easier to fully grasp the meaning of the information stored in a system or in a document (for example, in a C.V).
Moreover, in the midst of today’s uncertainty, HR managers need more than ever to have new tools and technological solutions enabling them to activate predictive mechanisms, for example, for sizing their workforces, getting the right candidates or improving the work experience of their employees, among other critical issues. However, for technology to be really useful in supporting all HR management procedures and needs, there are two main dimensions that must be considered and analysed together: integration and functionality.
Integration and functionality together
From the integration side, it is critical that all modules of an HR management solution such as Payroll, Personnel Administration, Recruitment, Development, Training, Performance Management, Compensation, among others coexist in the same technology environment, since this enables sharing such critical issues for companies like data, security, flows, logic, and more.
After addressing integration, we can go on to analyse the second aspect of this equation, functionality. Within the same technology context, for HR, the solution enables them to accompany professionals throughout their “life cycle” in the various phases of their interaction with the company—from their candidate selection and hire process, through to onboarding, the training received, their performance appraisal processes, control over their productivity and costs, and more, right until the moment of their exit from the company.
After the functionality has travelled the course of the person’s journey, from even before the moment of the professional’s hire, let us go back to integration and how it allows all data generated by that employee to be analysed as a whole. It is right here at this point when the advantages of all this integration become plain to see.
Guided analytics solutions
A clear example of this ability to analyse and exploit all the information generated by HR in companies are guided analytics solutions. Unlike more traditional tools, these allow the analysis of the data of an employee individually a department, or even the entire company as a whole. These tools understand the language of HR managers and offer clear answers to their questions. This way they help HR managers lead change and boost their strategies on key issues, such as monitoring organizational changes (hires, exits, diversity, labour costs, and more), assessing and comparing trends, detecting anomalies and analysing their causes, or simulating the impact of new measures.
Thanks to these new capabilities, HR professionals can analyse the past, the present, and most interestingly, the future in an extremely simple manner without needing the expertise of a data analyst, and support decision making with real and fresh data. Without functionality and integration working together that would not be possible. So, going back to functionality and the effectiveness of algorithms, we can affirm that extrapolation, assessment, and analysis are a non-subjective process. The algorithms embedded in the technology enable objective assessments, using homogeneous criteria defined objectively. These measurable criteria, KPI (Key Performance Indicators), through guided HR processes, make it possible to detect deviations in employee performances and to correct them, for example, with training functionality, and more.
At this point, new needs are detected, and new processes created, triggered by evolving the technology enabling them. In other words, technology is put at the service of HR management for improvements as well as for improving how the employee evolves within the organization.
