People Analytics - Part A of D


People Analytics & People Strategy Improvisations – Part A of D

While People Analytics is not a new concept, and The Brew keeps dabbling on People Strategy Transformations and Optimizations now and then, but what’s new is multitudes of progress in Data Science, Machine Learning, Ai and Deep Learning. We, at The Brew were excited to try these techniques (specifically R – i personally recommend this as a must for anybody who wants data to reveal new perspectives), spreading its awareness to People Leaders by analyzing public domain data set and marrying the inferences / findings with our People Strategic Solutions.

Quoting Bersin, who estimates that more than 65 % of Firms are at Managed Level of process maturity, it equally means a lot of data is getting created, good enough to generate basic insights in to People Model of any Organization. 

Presented here is a very primary, simplistic and yet holistic analytics done by The Brew, The purpose is to make HR and Business folks understand the power of this kind of data, along with sharing how The Brew helps Organizations remodel their strategy and operational agility, towards developing a competitive advantage of what can be their most yielding asset / competence – The Human Capital!!

Dataset: This dataset is publicly available, and is nowhere, even remotely connected to any of our clients. Here is the excel version: Dataset Link !!

 The Flow here is characterized in the following steps:

       a)     Leakages in the Existing People Model
Workings below cover the spread of:  
1)     General Idea of Working Environment in this Organisation – Covered in Part B
2)     General reasons for Attrition – Covered in Part C
3)     Why High Performers are leaving ? – Covered in Part D
4)   Primary level make shift solutions to fix the leaks in People Model proactively to improve the retention & satisfaction!! – Covered in Part D

       a)     What’s wrong with the People Model – at an Operational and Structural Level
Post reading inferences from Part B, C & D, The Brew strongly feels that this kind of Organisation resembles very closely to an early PCMM Level 2, where things tend to be lot more chaotic, reactive and unrequired complexity & stressed efforts to get the job done. At an Operational level, this is characterized with adhoc & inconsistent decision making in Capacity planning, Work Allocation, Performance Ratings, Promotions and Rewards & Recognition.

 At a System & Structural Level, The Brew detects that the organization is suffering from the following:
1)     Lack of Systems, Defined & Standardized Processes and possibly a, total business minded leadership missing the aim to create a resilient sustainable organization.

2)     The People Value Chain is characterized by 3 things – of what is present, a lot of it is broken or dysfunctional and rest of it is missing!! The disparities in Utilization, positive correlation between Last Evaluation, Average Monthly Hours & Number of Projects indicate the broken unaligned levers of Workforce Optimization, Talent Management & Gratification, whereas low correlation between Promotion & Evaluation denotes a broken Progression, Rewards & Recognition mechanisms. The missing pieces are related to Development, Career planning, Engagement & Enablement, which is definitely hurting the People Model, but ideally should be implemented for fixing the broken segments.

The Lack of singular enterprise level fabrics of Culture, Competence evident from missing correlation between Experiences in Company to Satisfaction is the bigger piece in the missing jigsaw!!

      b)     Possible Transformation of the People Model to take the Enterprise to the next level
This should be another blog, to cover it in details, however, in the current scenario, The Brew does advise the People’s Office of this Org to do following in the very short term, not dispensing that is just a make shift solution to keep system moving:
1)     Fixing the leak of Business Productivity Loss and Risk by giving an understanding of why high performers are leaving.

2)     Fixing the basic of what’s present of People value chain here, which can improve the longevity, satisfaction & business metrics directly – Capacity Planning & Utilization, Workforce Optimization, Progression & Rewards and Recognition mechanisms. 

Comprising of data points from 15,000 employees, the variables covered are Satisfaction level, Latest evaluation, Number of Projects worked on, Average Monthly Hours, Experience in Company (in years), Work accident, Promotion within the past 5 years, Function and Salary. Apart from this, The Brew does not know time frequencies of the data, Geo spreads or any of demographic or socio-economic parameters.

Lead Indicators:
      a)      Number of Projects
      b)     Average Monthly Hours
      c)      Experience in Company
      d)     Work Accident
      e)      Promotion in Last 5 Years
      f)       Last Evaluation
      g)      Salary
     h)     Satisfaction Level (should have been in Lag Indicators, however due to missing data points on other People Perceptional indexes, this will be taken as a Lead Indicator)

Lag Indicators:
     a)      Attrition 

      Check out all the parts of People Analytics:
  • Part A - Overview & Macro People Strategy Inferences
  • Part B - General Idea of Working Environment in the Org
  • Part C - General Reasons of Attrition
  • Part D -  People Strategy Improvisations