It may sound Orwellian, but one U.S. technology firm has used people analytics gathered by their Human Resources department to accurately determine which job candidates are most likely to become horrible employees who will cheat or steal from the firm and lie to their supervisors.
Still another high-production manufacturer is using people analytics to chart patterns of work absences to determine when people are most apt to suddenly take a day off, so they can automatically schedule extra staff for those days.
HR planning by people analytics is becoming a reality, whether or not we are ready for it.
While futurists have been predicting this trend for about a decade, the advent of delivering more and more HR services digitally has hastened this revolution.
Analytics attached to every service can be used effectively to figure out what makes people accept positions with your organization, what makes some perform better than others, and what makes them stay. It charts patters on employee behavior and predicts trends accurately.
Currently about one third of American companies are collecting the data and then outsourcing it to experts to develop usable models that will help them interpret what they are seeing in the numbers.
Of all the uses people analytics can be put too, helping a company perform better is paramount. When the characteristics of top performing employees can be analyzed, wiser hiring choices can be made in the future.
One software firm is even collecting people analytics from LinkedIn to accurately predict candidates who are most at risk of fleeing the company.
How can your HR department initiate a program to make better use of your people analytics? Here are four steps to build a solid foundation to get started.