Assessing Capacity for Workplace Analytics
Workforce analytics requires human resource employee to provide the Chief Human Resources Officer with the best personnel in the market. The organization is established to attain a predetermined goal that requires specialized skills as well as diverse knowledge (Guenole, Ferrar, & Feinzig, 2017, chapter 3). Thus, assessing the workforce capacity help in establishing the best suiting skills either from within the company or outsourced from the job market by a recruiting agency. Workforce analytics involves collecting data to determine the capacity of employees in decision making, critical thinking, and the willingness to help other staff members.
- Better capacity to think help employee to make good decisions (Guenole, Ferrar, & Feinzig, 2017, chapter 3)
- Willingness to develop others among employee increase productivity (Guenole, Ferrar, & Feinzig, 2017, chapter 3)
The above hypothesis requires a set of data to test their plausibility. For instance, while measuring employee capacity to think, a data analyst needs to collect the following data; employee age, level of education, and creativity. On the other hand, to test whether an employee can cognitively engage others the following data is required; employee age, year worked in the organization, amount of remuneration as well as education level. These variables used in testing the two hypotheses require internal sources. This is because determining the capacity to think and willingness to develop others in an organization can only provide accurate data among workers. However, the data can be collected from a different group, but it is supposed to come from within the study population.
Management is an integral part of managing the day-to-day activities of the workforce. An organization is established to accomplish certain predetermined goals (KPMG International, 2015). For this reason, management looks for specific skills in the job market to recruit their staff. The management of an organization is the main stakeholder that conducts recruitment, training, and monitoring of the achievement of workers. Therefore, the management is a key stakeholder in testing employee’s capacity to think and willingness to develop other.
The workers are the other stakeholders in testing the workforce’s ability. They play a vital role in the production processes in an organization. Therefore, it is prudent for the human resource department to ensure they have the best skills to achieve their goals. The data required for the measurement of the efficiency of an organization must emanate from the workforce. The staffs are the target group of study from which the management needs to invest its resources in improving the delivery of services and increasing its revenues.
Universities and colleges institutions are stakeholders that help determine the wellbeing of skilled labor. People go through school to learn and attain skills that can help them in their life. The skills impacted among students include financial literacy, critical thinking, creativity, and teamwork. Thus, it is easier to identify workers who have gone through school from lower levels to the highest level from the school that they passed through. Thus, determining the level of education by identifying employee education background help determine the capability and willingness to help among organization staff.
In circumstances where there are no existing data for analysis, an organization can partner with other stakeholders to determine the best-suited skills in the market (Guenole, Ferrar, & Feinzig, 2017, chapter 13). For instance, an organization can reach out to the institution to inquire about the skills that they teach their students. Through this, a recruiting organization can look for graduates from an institution that impacts their required skills. As a result, one can recruit the best staff without conducting data analysis. Moreover, a recruiting company may request a learning institution to train a specified skill to its employee rather than seek for experienced workers. This saves on the cost of recruitment and improves the capacity of the company’s employee.
An organization can also consider looking for skills among its staff or within other competing organizations (Guenole, Ferrar, & Feinzig, 2017, chapter 13). Lack of expertise in conducting analytical study can prompt a company to outsource services from outside the company. Thus, in-house recruitment is a cost-effective and efficient mode of recruitment (Guenole, Ferrar, & Feinzig, 2017, chapter 13). This is because a recruiting firm chooses among the best-performing workers to take hold of new positions. This is done by the organization internal HR department rather than recruitment of agents to do the job for the company. Given that the processes are within the organization the company has an advantage of rewarding performers and thus entrenching a culture of hard work in the workplace.
In-source recruitment is not different from in-house recruitment. It involves using the company’s resources to recruit new staff. This may involve promoting an existing employee to a new position or hiring new staff known by the company either from among its stakeholders. In-source recruitment helps the company to sustain its culture and ensure a smooth transition process (Guenole, Ferrar, & Feinzig, 2017, Chapter 13). On the other hand, the company may find in-house or in-source recruitment limited in scope and demand for better recruitment processes. In this case, the company may opt to hire a competent agency to recruit a competent employee (Guenole, Ferrar, & Feinzig, 2017, Chapter 13). This prompt the firm to outsource recruitment services from qualified and registered agencies.
The best method of recruitment that assures of quality hire is outsourcing (Deloitte, 2017). Recruitment agencies dedicate their time, resources, and energy in finding the best skills in the market for a particular position. In addition, outsourcing presents a company with a varied choice of talent to choose from. Moreover, outsourcing saves organization resources by engaging a qualified expert to do their job while concentrating on production and service delivery (Guenole, Ferrar, & Feinzig, 2017). Through this, the company does not interrupt its operations and accord its employees the maximum time to deliver on their targets. Outsourcing model of recruitment is also scalable. The processes are conducted considering the peak and trough in the job market. Therefore, a firm is assured of skilled staff when opening for new departments.
For an organization to succeed, it needs competent staff to drive the agenda set out by the management. It requires a concerted effort by the Human Resource department and the management to have qualified staff for the job. The management of a firm has various ways through which it can conduct its recruitment mainly through workforce analytics, in-house recruitment, in-sources recruitment, and outsourcing recruitment. All these help a company gets skilled labor to fill in new positions. Among these, outsourcing is the best as it saves on the company’s resources and assures of the best skill in the market. A recruitment study of the employee to determine their capability is expensive and disrupts the processes in an organization. However, in-source and in-house recruitment motivate employee but deny the company of the best talent.
Deloitte. (2017). 2017 Deloitte global human capital trends.Deloitte University Press. Retrieved from https://www2.deloitte.com/uk/en/pages/humancapital/articles/introduction-human-capital-trends.html.
Guenole, N., Ferrar, J., & Feinzig, S. (2017). The power of people: Learn how successful organizations use workforce analytics to improve business performance. Cisco Press.
KPMG International. (2015). Evidence-based HR: The difference between your people and delivering business strategy. KPMG International. Retrieved from https://assets.kpmg.com/content/dam/kpmg/pdf/2015/04/evidence-basedhr.pdf.