Technology offers the possibility of getting a clearer picture of performance and insights into the potential of staff, but skill shortages are hampering progress.

New developments in technology now provide an opportunity to harness readily available data for better people management. ‘Big data’ is the term used to describe the use of diverse streams of information on people and demographics. It gives the ability to use unstructured data to gain fresh perspectives on people and performance.
‘Talent analytics’ is the term that describes the use of data streams within HR to drive insight on everything from engagement to e-learning.

According to the Chartered Institute of Personnel and Development a complex mix of silos, skills gaps and suspicion are preventing HR from tapping into the big data and talent analytics revolution to better inform the function’s strategy and measure its impact. That’s according to new research from the CIPD, the professional body for HR and development, in association with Oracle Corporation EMEA.

A complex mix of silos, skills gaps and suspicion are preventing HR from tapping into the big data and talent analytics revolution to better inform the function’s strategy and measure its impact. That’s according to new research from the CIPD, the professional body for HR and development, and Oracle Corporation EMEA.

By exploring several examples of current practice and drawing on survey evidence, “Talent analytics and big data – the challenge for HR” confirms that big data and talent analytics can help HR take a more forward-focused and evidence-driven approach to things like workforce planning, talent management and people development. But, as HR seeks to engage with this combined people analytics challenge, there is concern about the capability gaps (skills) and systems which work against the sharing of data (silos). In addition, the research identified some cultural barriers which can subtly undermine the people analytics effort (suspicion).