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For HR leaders without a data background, what is the best way to start leveraging these capabilities to drive their own agendas? First, I’ d find a“ go-to” data person in your team who can support you. You don’ t necessarily need an experienced data analyst, but they should have good Excel capabilities and understand data concepts.
You then need to identify challenges where data can provide recommendations, or where data can highlight trends to inform decisions. I’ d always recommend starting small with a pilot project that is low effort, low investment and low risk. One example might be to analyse the companies you hire from and lose talent to. That can be as simple as pulling the data from your recruiting or HR system to understand which companies you are hiring from, and then analysing public profiles, such as LinkedIn, to see which companies your previous employees went on to join. Once you have gone through a few pilot projects, you can start being more adventurous about bringing data to larger challenges or business decisions and assessing other data sources, including from labour market data providers, to build the capability further.
What is your key takeaway message for other HR and People leaders? The one thing I’ d say is to sit down with your leadership team, including your talent acquisition leader, and have a conversation about where labour market data and talent intelligence are on your roadmap, where they can support your key priorities and how you can connect data with other functions to unlock value.
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