Way back when, in what seems like another lifetime, I was the Editor-in-Chief of a trade publication called Training magazine. Not surprisingly, much of the editorial content focused on human resources and its ever-evolving role in employee development.
All the rage for CHROs (Chief Human Resources Officers) was about transforming Human Resources into a more strategic part of the overall organization. The movement was on to transform HR from what many perceived as paper pushers to agenda pushers. And this goes back more than a decade.
The challenge was always about how to make that happen. The devil was, as they say, in the details. It was more than just a seat at the table or where CHROs sat, plenty physically moved to executive floors or even corner offices, but only a few companies seemed to be able to crack the code on Strategic HR, as it was known.
Fast forward to today and it appears we're closer than ever before to achieving this long-elusive goal thanks to a shiny new tool at HR's disposal—Big Data and Analytics.
HR has always been flush with data, of course, but now there are ways to access those mountains of data in meaningful ways. As Eric Krell points out in this issue's cover story, The New HR Agenda: "Welcome to the world of evidence-based HR, one where consultants are being asked to use analytics and technology to deliver strategic services and sustainable solutions."
There are many, many challenges for HR professionals to grapple with and talent management, especially in the face of the looming talent shortage, is still front and center. And it will be for many years. But sophisticated HR analytics tools can greatly improve HR functions' strategic workforce planning capabilities. Predictive analytics can create incredibly precise and accurate success profiles for specific jobs. And that's just the tip of the iceberg.
Perhaps Orlando Ashford, President of Mercer's talent business, sums it up best. "The days of HR being a paid friend are over."
Good riddance.
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