Hranalytics1 Course

Knowledge and Service as the competitive Advantage Preview 09:42

Considers the knowledge economy and the importance of service.

Students will:

• Have an understanding of the importance of knowledge and service as sources of competitive advantage

• Be able to outline the critical role of HR and HR Analytics in such an economy

• Be in a position to consider the roles of HR in both transactional and strategic environments

Service Quality Preview 13:38

This session includes a lecture on the importance of HR having and using its own analytics.  We address the critical importance of HR understanding its customers and the need to provide Service Quality to those customers.

At the end of the session, students will:

Be able to outline the customers of an HR service

Be in a position to explain the component parts of HR service quality

be able to outline the ServQual tool and its elements

Understand that Service Quality needs to be identified, measured, analyzed and managed in the HR function as well as in your organization's operations

The Business Case for HR Analytics Preview 03:00

STEEP Analysis Preview 09:36

If HR is to add value to the business and get the credibility it deserves it needs to understand where the organization is heading.  To do this there is a wide range of popular tools to identify opportunities and threats in the business environment.  As HR professionals interested in analytics we need to be aware of and use such tools. Only by understand the direction and longer-term objectives can we identify the contribution we, in HR,  can make. Only by doing this can we identify what we need to achieve, the success measures, and the analysis we need to conduct.

Students will be able to:

• Outline the STEEP Model

• Use the STEEP model in their own organization or an organization of their choice

• Identify Critical Success Factors for the organization

PESTEL Analysis Preview 08:39

If HR is to add value to the business and get the credibility it deserves it needs to understand where the organization is heading.  To do this there is a wide range of popular tools to identify opportunities and threats in the business environment.  As HR professionals interested in analytics we need to be aware of and use such tools. Only by understand the direction and longer-term objectives can we identify the contribution we, in HR,  can make. Only by doing this can we identify what we need to achieve, the success measures, and the analysis we need to conduct.

Students will be able to:

• Outline the PESTEL Model

• Explain the difference between STEEP and PESTEL

• Use the PESTEL model in their own organization or an organization of their choice

• Identify Critical Success Factors for the organization

SWOT and PEST Analysis Preview 12:34

As part of developing a strategy, we must know our organization's strengths and weaknesses. For HR, this identifies where we can focus our attention in terms of staff development, identifying any skills gaps, and help to strengthen our people and Human Capital position.

We also consider the impact of the external environment on us, we look at opportunities that the market place has revealed and anticipate future opportunities. This analysis helps HR identify what changes in HR practice, what type of person should we recruit, what skills development is needed, and issues around succession planning.

We discuss the issue of threats from the external environment and how we can reduce or eliminate these using HR.

Once more, if we understand Strengths, Weaknesses, Opportunities and Threats,  we can develop an Action Plan, this results in KPIs, metrics and we then collect data, analyze it, and take action.

Students are now able to:

• Discuss SWOT analysis

• Outline what is meant by a PEST analysis

• Outline how a SWOT analysis helps HR identify people actions

• Consider appropriate HR metrics depending on identified actions arising from PEST and SWOT analysis

Strategic Challenge Preview 03:18

In this session we consider the need for a Business Strategy to remain both competitive and sustainable.  We discuss the important role HR plays. HR can take a given strategy and help develop new and existing people to best meet the needs of the evolving strategy. Likewise, HR can be involved in the identification of its existing talent and forecasting possibilities of new recruitment and how this places the organisation in terms of future strategic direction. It can be reactive and/ or proactive. Whatever its role, there needs to be clarity, goals need set, measures put in place and monitored. Once more the critical importance of HR analytics is considered. We begin to consider strategic alternatives in this session.

At the end of the session students shall:

Understand the need for a strategy

• Be able to explain the difference between strategy and tactics

• Outline the different potential roles of Hr in developing a strategy or reacting to a given strategy

• Explain briefly some alternative business strategies

Generic Strategies Preview 07:46

In this session we consider various strategies to remain both competitive and sustainable. This re-iterates some detail from previous sessions such is its importance to the role of HR in the organization.   We discuss the important role HR plays.  Once more the critical importance of HR analytics is considered. We  consider strategic alternatives in this session.

At the end of the session students shall:

Understand the need for a strategy

• Be able to explain the difference between different strategies that could be followed

• Outline the different potential roles of Hr in developing a strategy or reacting to a given strategy

• Explain briefly some alternative business strategies

Porters Value Chain : HR Preview 06:13

The Value Chain stresses the interdependence of different business functions in order to be successful and meet customer needs. The Value Chain consider so called 'support' functions such as HR. We consider the Quality Chain.

At the end of the session, students will be able to:

• Explain Porter's Value Chain

• Outline where HR fits within the chain

• Use the Value Chain to explain and influence others in the business of HR and its vital role

Sources of HR Data Preview 11:10

This is a worksheet that you can complete.

Four Phases of Analytics Preview 03:11

This video overview session explains descriptive, diagnostic, predictive and prescriptive analytics.  We consider how some analytics look in the 'rearview mirror' and are reactive whilst others look forward and are proactive.

At the end of the video student shall:

• Be able to identify the 4 phases od data analytics

• Be able to explain examples of these in an HR context

• Understand the difference between practice and reactive measures

Some higher level tools Preview 01:52

8 Steps of HR Analytics Preview 03:34

Importantly, if HR is to take its rightful place in the Board Room and make a difference we need to be seen as making justifiable, evidence-based decisions and not be purely reliant on 'feelings' or 'gut reaction;. Of course, you understand this or you would not be taking this course.

We need a systematic way of looking at a problem, selecting the issue, collecting and analysing data and coming up with resultant actions or recommendations. The model or framework does just that.

At the end of the session, students will be able to:

• Outline the framework

• Explain why each step is important

• Outline the benefits of a systematic problem solving and data-driven process

  
  

SREDIM- A problem solving framework for HR Preview 03:00

Again, importantly, if HR is to take its rightful place in the Board Room and make a difference we need to be seen as making justifiable, evidence-based decisions and not be purely reliant on 'feelings' or 'gut reaction;. Of course, you understand this or you would not be taking this course.

We need a systematic way of looking at a problem, selecting the issue, collecting and analysing data and coming up with resultant actions or recommendations. The model or framework does just that.

The SREDIM model represents a memorable framework.

At the end of the session, students will be able to:

• Outline the SREDIM framework

• Explain why each step is important

• Outline the benefits of a systematic problem solving and data-driven process

So which Problem Solving system do you use? Preview 04:38

This activity-based video sees Robert Sullivan discuss an activity around problem-solving frameworks. In the video, you are given 3 minutes to jot down some ideas in answer to a set question. This helps you complete the coming course assignment.

At the end of the sessions, students will:

Have thought about the advantages of using a structured framework for solving problems

• Be able to discuss the framework they use

• Outline their choice of the framework they may use to solving their HR challenges in the future

• Be able to justify their decision

• Be well placed to answer the course assignment on this topic

Problem Solving Frameworks

Thinkiung about problem solving frameworks suc h as SREDIM. What problem-solving framework do you use to identify, analyze, and solve problems or which will you use? Why have you selected this one? Please make sure you justify your decision.

The Recruitment process _Possible Data and Metrics Preview 02:47

Talent Management-Training 1 Preview 01:47

The Competence Gap Preview 04:00

Development types & Metrics Preview 07:25

Developing Talent : Some Measures Preview 02:00

Staff Engagement- Some Thoughts Preview 01:40

Engagement Lecture Preview 03:56

People Performance Management - Appraisals Preview 01:57

Dealing with Aged Data Preview 02:55

Dealing with Missing Data Preview 03:20

Basics of Modelling Preview 01:46