I was watching one of my favorite TV series recently. It’s called the Mentalist and if you haven’t seen it, I highly recommend that you do says Paul Haarman. In the show Patrick Jane (the main character) is a consultant for the California Bureau of Investigation who helped solve cases by using his profound observation skills and astute powers of deduction to determine which factors indicated guilt or innocence. Watching this show got me thinking about how we can apply those same techniques in our jobs as human resource practitioners and managers to help us make better hiring and retention decisions.
The Power of Observation and Deduction at Work: How Can We Use These Techniques in HR?
If we look at HR Analytics as way to gather information from various sources and then use that information to draw conclusions we can use that same process in our everyday work lives. Here’s how:
Look closely at what you see happening around you. Identify possible indicators of talent factors such as disengagement, low performance, potential mobility etc. For example, if an employee isn’t engaged look for the following tell-tale signs: late coming to work or early leaving, declining to take on new responsibilities or projects, wearing headphones when working etc. In addition to your direct observation try looking for indirect indications from things like social media posts (LinkedIn, Facebook), grievances filed with HR etc. Also pay attention to what you’re hearing from employees / managers either in person or through a company intranet.
When you look at the facts carefully, ask yourself if what you’re seeing is the act of an engaged or disengaged employee? For example, if an employee turns down a new opportunity does that mean she’s content where she is or that she feels there are no opportunities available to her? After asking these types of questions look for specific patterns across your workforce. Whatever your findings it this information will be invaluable to both current and future talent acquisition efforts as well as retention initiatives. Keep in mind though that what you see may not always be indicative of unhappiness or dissatisfaction with their roles says Paul Haarman.
Another lesson I learned watching The Mentalist was how important it is to pay close attention to details because sometimes the little things can be the most telling.
“Don’t let yourself get discouraged if you don’t feel like you’re making a lot of progress. Just remember that every little bit helps and keep plugging away.” – Patrick Jane
HR Analytics is a vast field and may seem daunting at first. But as with any new endeavor it gets easier with time and practice. So take some time to familiarize yourself with it and soon enough you’ll become quite adept. At finding those tell-tale indicators by using your observational skills plus reliable data from HR analytics tools. Get a start today!
So What Does All This Mean For Me?
The goal of this article has been to introduce the idea. That HR Analytics can be use not only for talent acquisition. But also retention explains Paul Haarman. You’ve probably have heard it before. That people are your most valuable asset and keeping them engaged, productive. And with you is paramount for organizational success. So if you’re able to improve your hiring processes using HR analytics tools. Plus learn how to use those same tools strategically to help retain top talent. Then I think you are well on your way towards building a robust business case for HR Analytics in your organization. To start this process checks out these practical tips by Ramstad Technologies.