The wealth of data raises other questions as well. As there is data about almost everything and everyone in the workforce, the urgency of data transparency and data privacy is growing. Having an HR data strategy that complies with modern privacy regulations requires giving HR professionals the tools to take ownership of their data. This is one of the most fundamental arguments in favour of having a functioning HR system in place.
5. Analytics – not just numbers
When you have your data in place, the next step is getting your HR analytics processes in order. According to our survey, ‘HR analytics’ still means ‘reporting’ to most HR professionals, an area where there’s a reasonable degree of confidence (1.93). Confidence is even lower when it comes to predictive analytics (1.59). It’s evident that both are talked about far more than they’re actually used. Without data, there is no analytics. Collecting your people data into a unified HR system is the first step in building HR analytics capabilities and being able to benefit from everything the system has to offer.
6. Predictive analytics is an opportunity to be grasped
Few organisations make the most of HR analytics, even fewer make the most of predictive analytics. When supported by good data and proper use, predictive analytics can identify causal relationships between different events such as workplace relocation and retention.
Identifying the reasons your staff churns can help people from leaving and reduce employee turnover, which typically saves costs for the whole organisation.
7. The right HR system supports development initiatives, such as competence management
The paradigm shift of HR means that the technology in use has to support different development initiatives and processes, not just administrative work. Our survey identified competence management as one of the main areas of concern for HR professionals in the Nordics. Competence management is a hot topic as it feeds into skills gap analysis, succession planning as well as competency analysis and profiling.
In managing competence maps, connecting competencies to job roles and to business strategy, the average rating is two or below. This implies that the majority of respondents feel they’re struggling to meet the challenge despite the fact that it’s one of the most common priority areas amongst those surveyed.
8. Tools for change management and supervision
Another area that our survey identified as problematic for many HR professionals is supervision, and the lack of tools to support that. 95% of those surveyed felt there was room for improvement when it comes to managing processes and transparency.
Likewise, processes and tools for team leaders are ready for improvement, especially those for managing change. Change management is a vital concern in many organisations and HR is increasingly expected to lead or play an active role in it.
9. Go mobile
Mobile devices rule our lives. However, only around one in three respondents of our HR in the Nordics survey used HR tools on mobile devices. Given the state of technology and the way we live and work, having the choice to access key HR tools wherever, whenever, is essential. That’s why any modern HR software should offer outstanding mobile tools.
10. Finding the right tech frees you to make expert decisions
To sum up, managing and developing HR processes requires the right technology. Humans simply can’t process that much data effectively. However, the information and the analysis provided by a good system allows HR people to do, even more effectively, what computers really can’t – make expert decisions.