5 Golden HR Analytics Bullets for Geeks to Secure Early Wins!!!

This post was originally published on my Linkedin Pulse.

In one of my earlier article “What were Geeks told when then arrived to HR?“, I recommended a collective, inclusive and collaborative approach for data geeks to secure early buy-in for HR Analytics adoption i.e. “RUN when you can, WALK if you need to and CRAWL if you have to”. Now, what if the opportunity to RUN is knocking at the door i.e. all the ingredients are available – sponsorship, right stakeholders, skilled team, technological resources etc but geeks don’t know what dish (business/HR problem) to make (address)?

Here are 5 proof of concepts (POCs) I suggest geeks to consider for their road-shows. These POCs are focused to-address, not only Attract, Develop & Retain but also demonstrate analytical capabilities to solve operational & strategic HR and business problems touching end to end employee life cycle i.e. Recruitment-Learning-Performance Management -Talent & Succession Planning. There could be many such projects, however I have used criterion such as ease to build, implement and impact measurement to choose these top 5 POCs. Remember simplification, redeployment, and speed to market is key here.


1. FTE projections: One of the key metrics for Business heads/HR is to keep FTE growth on-track to meet YE FTE AOP numbers. However, the challenge Business heads and HR has been facing is to track if I need to speed-up/maintain/slow-down my recruitment process. Solution: Build a simple excel based simulator to project YE FTE numbers. You can get as simple and analytical while projecting these numbers basis as:

  • using joiner/leaver ratio
  • using average of last 13/25/last 3 years same months joiner and leavers
  • using avg joiner/leaver ratio, future leavers, future joiners etc
  • using statistical method to project future FTE basis historical data

Whom to sell to: Head of Business, Head of Recruitment, COOs

2. How long a job candidate will stay: Predict how long a job candidate will stay, before you hire them avoiding hiring those with a high flight risk altogether – an innovative thinking by Greta Roberts, CEO, , Corp. Additionally, these passed through candidates can also be validated against behavioral potential of existing high-performing employees to check for possible future talents.

Whom to sell to: Head of Business, Head of Recruitment, Head of Talent & organizational development


3. Impact of Learning on Individual Performance: 2014 State of the Industry Report stats 4.5 days of average days learning an employee has received which translate to an average spend of USD 1208/employee (it may vary depending on organization size and industry). However, L&D organization has been struggling to not only prove the ROI but also which training really delivers the value in-line with desired business outcome.

Solution: Develop a statistical measurement to quantify the contribution any training has made to change the performance upward of an employee. Also, measure which training has contributed most in the desired outcome. The top 3 training from the bundle of training taken by high performing individuals can become must-to-have training for other employees in the department.

Whom to sell to: Head of Learning & Development, Head of HR, Head of Talent & organizational development

4. Effectiveness of Succession Planning Exercise: Succession planning is one of the critical exercise conducted by HR year over year. However, very limited success stories can be found that demonstrates the effectiveness of the succession planning exercise.

Solution: Measurement of succession fulfillment i.e. in real life what % of identified successors made to the role for which they were identified and talent development investments were made. Additionally, the measurement could be done to demonstrate what % of talent were hired externally against those where successors were identified internally.

Whom to sell to: Head of Talent & Organizatonal Development, Head of Business


5. Cost of Excess Attrition and drivers: Estimate the cost of excessive attrition to size the problem and build a simple predictive model to understand the drivers behind them. If no one is ready to build & implement retention strategy based on model outcome, don’t get demotivated. Wait for 3 months, match your leavers from last 3 months against predicted list from the model and demonstrate the outcome (fingers crossed…. hopefully your model was good enough to tap atleast high performer/potential leavers).

Whom to sell to: COOs, Head of Business, Head of HR

As said earlier, there could be more such ideas that can be cataloged to demonstrate, the value that HR and business can realize by application of Analytics. In the spirit of share & learn, It would be a great value to readers of this post & I to learn from you other different analytical projects (Human Capital problems) that you have implemented or ideated to create HR Analytics advocates in your business.  I would urge you to make a mention of those projects in the comment section of this post.

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