为领导者服务而进行的人员分析,为企业带来福祉

朱塞佩·安藤
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为领导者服务而进行的人员分析,为企业带来福祉

如果领导者必须做出决定,那么"right"才是他成功的条件 领导。鉴于正确的决定只有那些最终被认为是正确的决定"hindsight",事实仍然是,决策过程需要在备选方案之间采用针对性和理性的方法。

事件的流动性不再使我们能够将自己固定于某些信念,而这些信念正是我们所有分析的基础。确定性已成为决策真正有效的首要敌人。但是,除了领导者'的技能,执行竞争性决策过程需要什么?信息!许多组织开始意识到他们没有't have the critical 信息 they need to make informed decisions. After several years of investing in platforms and resources dedicated to 数字化, business 领导s are still not achieving significant results. According to Deloitte, only 8% of companies say they have usable 数据. The "dematerialization" of the documentation has made an extraordinary amount of 数据 workable, but has not developed, in parallel, the ability to select critical 信息, from ancillary or useless ones, with the result that all issues related to compliance, those relating to commercial activity and the economic-financial 数据 are processed according to increasing complexity, but not commensurate with their useful reading. 

主题:谁来定义报告是否以及何时对阅读有用?领袖们!但是,领导者是否确切知道做出最佳决策所需的信息? Isn'是否存在要求系统提供海量数据的风险,而您却没有'不知道该怎么办?而这一切,没有't it mean losing one'关于真正重要信息的轴承?拥有之间的区别"data" and having "information" is that the former unnecessarily increase our knowledge, the latter not only increase our knowledge, but help us understand and act for the best. If a datum is also 信息, the 领导 defines it, based on his 技能. Therefore, the amount of 数据 available is “transformed” into 信息, to the extent that the reader has contributed to choosing them and is prepared and competent to interpret them. 

一个例子是 人力资源 platforms that provide 数据 and reports for post-assessment, but don't provide all the 分析 organizations need to be proactive. All of this thwarts the opportunity for 领导s to learn to manage staff 分析 and turn it into 信息. Let'尝试定义一个流程以使 One example is 人力资源 platforms that provide 数据 and reports for post-assessment, but don't provide all the 分析 organizations need to be proactive. All of this thwarts the opportunity for 领导s to learn to manage staff 分析 and turn it into 信息. 

让'尝试定义一个流程以使 One example is 人力资源 platforms that provide 数据 and reports for post-assessment, but don't provide all the 分析 organizations need to be proactive. All of this thwarts the opportunity for 领导s to learn to manage staff 分析 and turn it into 信息. Let'尝试定义一个流程以使做决定 与人员有关。

第一步是使分析更易于访问

在任何组织中,每天都会做出影响员工或需要员工支持的决策。有时这些决策会起作用,而对员工的影响是积极的,而其他时候则是负面的,因此,即使没有瘫痪,这些决策的执行阶段也会变慢。通过对员工反馈的分析和对他们实施行为的跟踪,可以收集数据,如果领导者知道如何阅读和解释数据,这些数据将成为信息。这就是数据民主化可以提供帮助的地方。它赋予各级责任人员使用数据来指导其决策过程的能力。一旦您了解了如何解释数据,领导者就能迅速做出正确的决策并获得更好的业务成果。员工行为分析平台等新技术使一切变得更加轻松。这使每个人都能做出更好的选择,并对自己的决定充满信心。

使用分析做出更好的决策

使用员工的行为分析,可以获得识别关系和模式的能力。这使您可以更快地解决与流程和过程相关的许多问题,从而对业务产生非凡的影响。 “人物分析" platforms collect 数据 from all company systems, creating a possibility of comparison between 数据 coming from different company functions and activities, returning 数据 to 领导s ordered according to the logic necessary to become 信息. Additionally, People 分析工具 help avoid unintended biases that contribute to bad business decisions.

Because People 分析工具 are more than 数据, they are 信息

员工行为分析使领导者可以创建他们可能会忽略的联系。例如:那些迟到的人还会加班吗?如果是这样,这些员工可能会筋疲力尽,并帮助他们迅速解决问题。这只是分析如何改善工作质量以及绩效的一个很小的例子。对员工行为方式的发展做好准备,可以更好地进行计划,并更好地了解如何奖励和管理员工。

发展分析文化

Using 数据 and related 分析 can be scary, but the only way to overcome fear is to start doing it. The sooner an organization starts using 分析, the sooner its 领导s learn to turn it into 信息. Over time, 领导s will become more and more familiar, allowing them to collect an ever-increasing amount of 数据, which will be followed by increasingly sophisticated interpretative processes. In short, we can ask ourselves more and more questions and get more and more answers. The important thing is that the analysis does not become a bottleneck, but a tool for rational deepening of the behavioral models linked to certain decisions.

作者生物

作为执行教练 朱塞佩 是董事会和高级管理层级别的合作伙伴,能够激励领导者及其团队确定适当的工具和知识,以提高工作效率。朱塞佩是 以解决方案为重点 他注重结果,他的教练专注于提高业务绩效和运营效率以及增强高层管理人员的绩效。

我们希望您从此博客中获得一些深刻的见解。现在该应用它了。立即免费使用peopleHum。无需信用卡。

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人分析
人力资源分析
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