CT discusses how people analytics can drive employee engagement in organizations by focusing on the key stages of the HR value chain. In talent acquisition, basic analytics such as tracking the sources of the best hires and implementing structured interviews can refine the hiring process. In performance management and employee engagement, regular structured feedback sessions and surveys can provide actionable insights for managers to improve employee motivation and development. In predictive analytics, regular employee engagement surveys and exit interviews can identify employees at risk of disengagement or turnover. By applying analytics in these areas, HR teams can effectively use their resources and make a significant impact on employee engagement.
Key Takeaways:
Track the sources of your best hires to focus your hiring resources in the most effective channels.
Implement structured interviews to improve the quality of hiring and standardize it across multiple managers.
Encourage regular structured feedback sessions and surveys to provide actionable insights for managers.
Regular employee engagement surveys can identify declines in engagement and satisfaction.
Conduct exit interviews to extract valuable insights from employees who choose to leave the company.
Timestamp
0:00:00 Introduction to the topic of using people analytics for employee engagement
0:00:32 Using basic analytics in talent acquisition to refine hiring process
0:01:56 Enhancing performance management with regular structured feedback sessions
0:02:55 Using predictive analytics to identify employees at risk of disengagement
0:03:34 Running employee engagement surveys and conducting exit interviews for insights
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Transcripts
The Power of Data - How People Analytics Drives Engagement
CheeTung Leong: [:
So this is everything from the time that you have to do talent attraction down to the hiring process, and then finally, when you're the offer letter goes out and you're able to bring them on board. You don't have to go crazy with this. Start with very basic analytics to refine your hiring process.
And this could be as simple as tracking the sources of your best hires. So you might have different job boards that you have posted ads on, employee referrals, LinkedIn, whatever it may be, and identify which has yielded the highest performance in your organization. That allows you to focus your hiring resources in that channel.
ns within a particular role, [:
And researchers found that having a structured interview process significantly improves the quality of your hiring. and standardizes that quality across multiple hiring managers and recruiters. So be able to track how new hires from different sources with different characteristics perform and fit into your company culture this way.
And this could inform future hiring decisions and focus your investments in talent acquisition. Now, the second main stage of the HR value chain then would be around performance management and employee engagement. So a really simple but effective approach to enhancing your performance management could be to just introduce regular structured feedback sessions.
more regular check ins with [:
So during these sessions, these could be once a month, once every two weeks, managers can be able to set and review smart goals. So specific measurable, achievable, relevant, and time bound to be able to provide constructive feedback around those goals and to discuss developmental opportunities for each individual employee.
So these goals obviously can be tied towards their KPIs or key performance indicators, or if you're using OKRs objectives and key results, those could be used as well. And this allows managers to have a much fine, a finer grained view on how their people are doing. And to understand what type of feedback and recognition employees find the most motivating, conduct regular surveys or anonymous feedback sessions.
This would give you actionable insight that you can use to train managers or tweak your recognition programs. For instance, we found in one of our customers that developmental conversations in manager one on ones were the most engaging. And so that organization then trained their managers to be able to give and plan out solid IDPs or individual development plans for their people.
stage of the HR value chain [:
Who might be at risk of disengagement or turnover. So just being able to run, for example, regular employee engagement surveys will be able to provide insight into the overall levels of satisfaction and engagement. If you start seeing declines in your engagement scores, employee net promoter scores, or negative feedback in certain areas like learning and development, this could be a warning sign in those different departments within the organization.
Also exit interviews are a little bit of a controversial thing, but if you have these. regularly enough with employees who choose to leave the company, you then be, you're then able to extract valuable insights from why they're leaving. Especially if these are conducted by a neutral party like HR. So look for common themes that could suggest broader issues that would need addressing.
applying analytics in talent [:
So if you found this useful, please follow Engage Rocket on LinkedIn, and I look forward to seeing you again soon. Thanks for listening.
