Your HCA Profile

An Evaluation of Your Company’s HCA Status

Human Capital Analytics is a hot topic. Everyone talks about it and everyone wants to do it. But few are excelling at it. Many companies are having trouble figuring out exactly what is needed to advance to the next stage of their analytical capabilities.

Your HCA Profile will provide your company with an instant evaluation of the current state of HC Analytics in your company. This will allow you to:

  • Identify your company’s strengths and weaknesses
  • Gain insights into how to further develop your company’s HC Analytics capabilities and,
  • Benchmark your company’s capabilities against other companies.

Try the tool yourself - click here! 

 

Your individual profile will not be shared with anyone but you and the data derived from the tool will only be used for research purposes and not commercially.

 

Examples of profiles

Let’s consider the following illustration showing three different individual HCA profiles:

Your HCA Profile

Click on each of the three profiles below to see the explanation:

Profile 1
This company has come a good part of the way in terms of Data Quality meaning that the company has access to and is able to integrate a large amount of data. However, they still face some challenges, meaning that they might have issues with cleaning up their data or simply being able to gather and process it fast enough to make sense for the company. In terms of Analytical Competencies they have also come quite far and probably have several people employed with analytics skills in their firm unit and HR people with analytics sense as well. Still, they still aren’t quite there yet and they have issues with finding out how they solve their problems with the help of their data. Furthermore, the team’s knowledge is outdated because they don’t follow the trends or industry issues and keep up to date with the newest research. The company’s weakest dimension is the Strategic Ability to Act where they have a very low score indicating that much of their analytics work is only on a theoretical level and has not been implemented into the company as HR programs and procedures. The analytics team find it hard to be taken seriously by top managers and getting attention to HCA projects. Their top management making analytics a priority and the results from the analytics projects is rarely being used in practice. The analytics team has long asked themselves why this is, and has come up with the answer that they are not very good at communicating and visualizing their results, resulting in no one outside of the team understanding and appreciating their work.
Profile 2
This Company has big problems in terms of Quality Data because they have difficulties gathering, cleaning up and integrating their data. Furthermore, they have problems in terms of the reliability of their data. They don’t have the technical resources to collect and store the data on a regular basis, so their data gets outdated before they can get to analyze it. However, the company has strong Analytical Competencies and has a PhD in applied psychology employed with their HR team who has the skills to ask the right questions and connect them with the data available. They keep up to date with the trends in the industry and academia to keep their Analytics knowledge updated. They are also advanced in terms of Strategic Ability to Act where there is support and attention from top management for Analytics projects and the results of the projects are being used to implement the right practices into the company. The analytics team is excellent at making their work and results meaningful to top management by creating visual presentations and talk in business terminology when meeting with the management.
Profile 3
This profile illustrates a company profile where they are excelling in the Data Quality dimension. Five years ago they acquired professional data software that helps them both acquire and analyze this data. However, the company has problems both when it comes to their Analytical Competencies and Strategic Ability to Act. They have some, but not enough people with Analytic skills to process the data and derive models. And they don’t have HR people who can ask the right questions and work with their BI-unit to understand the data and analytical models. Furthermore, they are not very strong at turning their analytics work into action with the right HR practices in the organization. As with the first profile there isn’t priority for HCA projects from the top management perhaps due to poor communication skills in the analytics team. 

 

Below you can find some useful resources that can help you advance your HCA capabilities.

Please contact us if you wish to discuss your own HCA Profile and get further inspirations for the development.Below you can find some useful resources that can help you advance your HCA capabilities.

Evolving Your HCA Profile
Download the follow-up tools as PDF


1. Brainstorm

What initiatives, resources or practices do you need in order to develop your HCA Profile? Either, for all of the three dimensions (Data Quality, Analytical Competencies and Strategic Ability to Act) or choose to focus on one dimension.

Examples of actions/initiatives:

Data quality

 

 

 

  • Acquire ERP system for data collection, storage, extraction (and perhaps analysis)

  • Create data governance framework to ensure data is handled according to regulations as well as kept up to date for use in analysis 

Analytical Competencies

 

 

  • Employ extra resources for analytics team

  • Establish research project with researchers at a local university in the field of HC Analytics 

  • Carry out bi-annual workshops with HRBPs to inspire and teach them to use HC analytics in their everyday work.

  • Set up standard-report services at the analytics team for specific frequently requested reports (absenteeism, performance, employee engagement)

Strategic Ability to Act

 

 

 

  • Create communication strategy targeted at each stakeholder group

  • Produce case-stories based on each project for inspiration- and communication purposes

2. Evaluation

List nine actions or initiatives for each dimension – could be larger or smaller – that could help you execute in the particular area. Evaluate these initiatives critically: what is their expected impact on the long term strategy? How big an effort/how many resources are required to carry them out and follow through?

                                                           Impact

Effort

 

 

 

  Low Medium High
Low      
Medium      
High      


3. Action Plan

Create an action plan to carry out the above identified initiatives – you might need to prioritize a few of them if you cannot realize every initiative at the moment or the near future (next 6 months).

  • Describe what actions/initiatives that will occur (hint: you might want to create a few success criteria to keep track of progress)

  • Ownership and responsibility: Account for the participants in the initiative and make sure to define the expectations for each participant.

  • Create a timeline for when they will take place, with milestones and deadlines to keep track of activities.

  • Describe the resources needed to carry out the initiative (hint: you might want to make a budget to plan and keep track of spending).

 
Recommended Literature
- Thomas Rasmussen, PhD and Professor David Ulrich (2015). "Learning from practice: how HR analytics avoids being a management fad"

- Thomas H. Davenport (2013) "Keep Up with Your Quants"

- Larissa Rabbiosi and Dana Minbaeva (2015) "Five Costly Mistakes Companies make when working with Human Capital Analytics"

- Morten Kamp Andersen (2016) "Six must-have competencies in a world-class analytics team"

- Josh Bersin (2015) "10 Things We Know About People Analytics"

 

Contact persons

Dummy
Human Capital Analytics Group
Department of Strategic Management and Globalization
Copenhagen Business School
 
 

 

The page was last edited by: Department of Strategic Management & Globalization // 06/19/2017