Workforce analytics is the discovery, interpretation, and communication of meaningful patterns in workforce-related data to inform decision making and improve performance.

The human race’s quest for information is never-ending. Businesses and organizations are no exceptions. Business leaders continually seek out knowledge about their organizations to gain insights from all the data that exist. This is so they can make evidence-based decisions to improve their organization’s performance and gain competitive advantage in the marketplace.

The discipline called “analytics” exists to meet this need. Analytics concerning human resources, people and the workforce is known as workforce analytics, and that is the focus of the book, The Power of People. This book sets out how to establish, operate and lead workforce analytics to better serve organizational ambitions. 

The Power of People has 18 chapters over four parts, a glossary of analytics terms and a bibliography.

Part I - Understanding the Fundamentals

Part I focuses on why workforce analytics is so called, why it is important and what the business impact can be.  It also articulates a recommended approach to undertaking any analytics project to ensure it has purpose and clarity, and uses robust research design and analysis. In addition there are case studies to help the reader understand potential benefits. Finally, this part discusses the important role of the workforce analytics leader and why that person is essential for success.

  • Chapter 1 – Why Workforce Analytics?
  • Chapter 2 – What’s in a Name?
  • Chapter 3 – The Workforce Analytics Leader
  • Chapter 4 – Purposeful Analytics
  • Chapter 5 – Basics of Data Analysis
  • Chapter 6 – Case Studies

Part II - Getting Started

Part II focuses on those things that are important when starting out in workforce analytics such as establishing its purpose, why your organization wants analytics and where that demand is coming from.  It also focuses on the stakeholders who will enable success and how to get started with “quick win” projects. This part helps the Chief Human Resources Officer (CHRO), the aspiring workforce analytics leader or the HR professional with the first few steps and details what they might spend the first few weeks and months doing.

  • Chapter 7 – Set Your Direction
  • Chapter 8 – Engage with Stakeholders
  • Chapter 9 – Get a Quick Win

Part III – Building Your Capability

Part III enables the workforce analytics leader or other HR executive to really understand how to ensure success.  It has detailed sections focused on managing data, technology and partners, plus suggestions for the skills that are needed.  Finally, this part recommends an operating model to ensure continued and integrated success of workforce analytics as it becomes operationalized in the organization. It will provide the reader with practical tips and recommendations for ensuring continued and long lasting success. This part is particularly aimed at the analytics leader or HR executive accountable for workforce analytics.

  • Chapter 10 – Know Your Data
  • Chapter 11 – Know Your Technology
  • Chapter 12 – Build the Analytics Team
  • Chapter 13 – Partner for Skills
  • Chapter 14 – Establish an Operating Model

Part IV – Establishing an Analytics Mindset

There are times when simply undertaking analytics projects is not enough.  Instead time and energy are needed to change the culture of the organization. Part IV focuses specifically on how to change your organisation’s HR function from largely administrative to one that embraces an analytical mindset. In addition, this part focuses on two skills that have been found to be wanting in HR, namely storytelling and visualization.  This helps the reader move away from simply showing chart after chart and instead tell stories with data and explore ways to get your point across in an effective manner. Finally, a point of view is provided regarding what may happen in the field of workforce analytics in the next few years. 

  • Chapter 15 – Enable Analytical Thinking
  • Chapter 16 – Overcome Resistance
  • Chapter 17 – Communicate with Storytelling and Visualization
  • Chapter 18 – The Road Ahead

Glossary and References

At the end of the book, there is a glossary and reference section.  The former allows the reader to have standardized terms and definitions for important elements of workforce analytics.  Many analytics leaders requested this list to aid them in meaningful discussions with business leaders without getting lost in confused terms and misunderstandings.  With standardized terms, a professional common understanding of workforce analytics can be built.