The People Analytics Mindset
Career
Presentation
Universal
30 minutes
Christian Otto
Senior Manager People Analytics, Infineon
People Analytics is not so much a software tool or a function within HR. Rather it is a specific mindset: The mindset of deriving people decisions in an analytical manner. Implementing such an analytical mindset will really bring your HR organisation to the next level.
Career
The People Analytics Mindset
- How can People Analytics contribute the most to the success of HR?
- People Analytics is not delivering on its promise of better decision making despite implementing specific tools and even establishing a dedicated analytics team.
- Where to start when implementing People Analytics?
- HR experts complain about difficult tools, even though the tools are rather easy to use.
This session will explore:
- Why HR is still different from other company functions: The typical HR mindset is not an analytical one.
- Why PA software solutions and a dedicated PA team alone won’t get you any further with reaping the fruits of data driven decision making.
- People Analytics is all about the right mindset: solving challenges analytically. Why its basics are surprisingly simple and yet so difficult to implement.
- Strategies and measures for implementing the People Analytics mindset within HR: how to support your mission with a PA team and analytics software solutions.
- The limits of using data in HR: Why this is another strong argument in favor of a PA mindset.
Outcomes and key takeaways:
- Why PA can’t be implemented by simply buying a tool or creating a PA team
- PA is a mindset, a problem solving strategy that is based on facts
- Strategies to implement the PA mindset.
- The difficulties with changing the HR mindset and how to get around them.
- Utilise PA software solutions and a PA team to support the PA mindset.
Share this session:
I started my career as a consultant with SAP based in Walldorf, later in Tokyo and Vienna. At Deutsche Telekom a few years later, I applied analytics to large sales projects to predict success probabilities, among other things. Here I came to be in touch with HR processes, and realised the huge untapped potential of analytics for HR.
I changed sides once more and joined HR. After an euphoric, and – in hindsight – naïve start, I came to realise that thought patterns and mindsets in HR are very different from those in other company functions. I came to the conclusion that in order to apply analytical techniques in HR, first and foremost a mindset shift has to happen.
