Over the last couple of years, there’s been a good bit of market investment, expanding a strategic capability of Human Capital Management. In an emerging community of practice that spans the responsibilities of Operations, Information Systems and Training / Learning & Development, an awareness has been building that by accurately being able to evaluate individual and organizational capability, organizations can be more dynamic and resilient. Bersin framed this as “People Analytics.” I support their framing. It’s the right name, and I think it speaks plainly to how fundamental the professionals, their practices (and their tools) are to the future of enterprises (and other places where people working together matter).
I know about some of the market investment I mentioned above, especially around the standards (and de-facto standards) that make People Analytics technically possible (note: xAPI, yes, and a lot of others – the plumbing is not the point). In the next year, we’re likely to see the first investments in the professional development and certification of professionals who work in People Analytics. I’ll get to who those professionals are, and what their roles are, in due time. That’s part of the bigger wave I’m trying to catch.
For today, let’s just try and focus on where People Analytics plays. By that, I mean let’s look at People Analytics in terms of what can happen starting today, and prioritize where People Analytics should expand. To do that, I’ll borrow Gartner’s model for Human Capital Management to describe, as a model, how your organization’s HR-Operations-IT group might work today. Cool?
Where People Analytics Plays
The map of where People Analytics capability is going to grow within orgs might look like this…