Future of Work and HR Analytics


The fourth Industrial revolution is disrupting the business ecosystem greatly. It's different from the prior three industries that civilization has observed so far - Steam, Electric, and Information Technology. The present disruption is a blend of the digital, physical, and biosphere worlds and agnostic to geography, size, and industry. Companies are required to change or respond proactively to stay fit for the future or risk getting close to disappearance.

In the time of such disruptions and complexities, businesses need to be constant learners and active to technological advances in order to thrive. Artificial Intelligence, digital technologies, and the capability to shine on data assets will be integral to the future of business. Data assets are becoming instrumental in making informed and fair decisions to respond to the fast-changing corporate world. This radical shift will not be conceivable without the Human Resources function evolving into a new avatar that takes a vigorous role in developing the future organization.

HR Analytics is no longer a nice-to-have skill for HR. Competence and proficiency in using people data and deriving insights from it, telling the stories to affect decisions is an indispensable part of an HR professional’s job accountabilities. The business influence from the application of HR Analytics and the maturity level of the function i.e. diagnostic, descriptive, predictive, and prescriptive, are extremely correlated. While this model tells the competence maturity of the HR Analytics function, it misses giving insights about adoption maturity at the company level. The future HR organization will be a digital disrupter with employee experience at the center, an active & networked organization creator, and an HR analytics evangelist to allow business to flourish during the time of transformation in the future.

The below-presented maturity model helps businesses build HR Analytics DNA at the enterprise level and leverage this ability to their competitive advantage.

HR Analytics

Level 1 [Tribal] – An unstandardized capability with substantial variations driven by a department. Typically, the strategy is disconnected; contrasting measurement procedures and technology design is very tribal. The KPIs measured are manual. 

Level 2 [Regimental] – Well-defined, repeatable HR measurements within company processes, and technological boundaries. Best practices are generally limited to the regiment and not shared at the corporate level. 

Level 3 [Harmonized] - An incorporated corporate level ability of all regimental skills. Senior leadership support is in existence, and the agenda for HR Analytics is aligned with the CHRO’s aim. Best practices are leveraged. A corporate-level impact is observed from the application of HR Analytics.

Level 4 [Agile Adopters] - Evolved people, procedure, and technology across the enterprise - ability to meet or surpass current and future necessities; fast followers as the industry renovates.

Level 5 [Market Disruptors] - Drives standards and expectations - C-suite driven; Globally integrated; Predictive; real-time metrics; Ability to define industry; transform business models.
While shifting through the levels, businesses are required to focus on four key elements, i.e., People, Process, Technology, and culture. The HR Analytics design should capture the plan to build capabilities required to pivot from the present maturity level to the Market Disruptors (Innovation Leaders). To bring this cultural change, senior leadership sponsorship and recurrent strategic communication are critical to the success.

HR Analytics Program from a quality institution can help you accelerate your journey in this extremely promising field of HR Analytics. They have right resources and faculty to facilitate students’ learning.

Location: Bengaluru, Karnataka, India

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