As skill needs continue to shift across organizations and industries, and the market becomes saturated with talent looking for new opportunities, the pressure on HR teams to find, retain, and mobilize entire workforces is growing.
But without access to complete talent data, talent leaders are finding themselves missing an important piece of the puzzle to optimize their workforce for the future.
In fact, only 21% of HR leaders believe their organizations are effectively using talent data to inform and shape talent acquisition and employee engagement strategies. This leaves a large majority of leaders, and their teams, trying to find a way to unlock reliable, accurate talent data and use it to gain the buy-in they need from decision-makers to take their workforce optimization to the next level.
So, how can HR departments access their data and use it to drive strategic decisions at scale?
That’s a question we sought to answer when we brought together a panel of industry experts and HR leaders. Speaking from experience and with real-life examples, our panel unpacked exactly how much data HR teams are missing out on, how to access it and use it strategically, and the impact data-driven strategies have on getting HR to the decision-making table.
‘How to unlock the potential of your talent data’ is a thoughtfully curated webinar that brought together HR experts from Reejig, VISA, and the Future of Talent Institute to discuss their experiences and insights on:
- What talent data is hidden in your organization
- How you can access your talent data
- How you can use your data to make strategic talent decisions
- The impact of unlocking your talent data on employees, business, and HR function
Top advice from our expert panel:
- Start viewing your talent data as a beginning-to-end story of your people. Talent data doesn’t just include a CV or ATS report. Ensuring you can collate together someone’s background, skills, experience, and communications with your company allows you to build a full picture of every person in your ecosystem. A complete data profile built from the moment someone engages with you through their internal movements and milestones gives the entire talent team the information needed to place talent in the right position, or accurately recommend the right opportunities to them.
- Ensure ethics and responsibility are being baked into your data. Take a step back and review how your talent data is being pulled. Is there only one person responsible? Is it being collated manually? Don’t allow data to be put at risk or be skewed by manual reviews or subconscious bias that can easily occur with human reviews. Look into whether your data systems can collate information automatically, and if so, whether that system is ethical and importantly, independently audited by an outside organization. Data is only reliable when it’s true and pulled without bias.
- Understand the organizational maturity of your company, and how you can use data to drive increased investment in HR. Often, businesses may assume that every department has the investment needed to perform up to their current goalposts. If this isn’t the case, presenting a business case based on credible data can prove the positive, bottom-line impact increased support and investment can have. If data is showing that further investment is needed to increase recruiting efforts, bring in development or early career programs, or close critical skills gaps and this need is based on hard, reliable data, you can confidently present the impact that investment will have on the areas decision-makers care about most.
- Present data-driven strategies and ideas to decision-makers that speak to the priorities of the business. Speaking the same language as decision-makers will go a long way to how the data you present is understood. Use data to build a bridge between the priorities and expectations of the organization, and come to discussions with data that will inform leaders on what strategic step to make next. This could be anything from salary expectations within the current market, hiring targets, or identifying skills gaps in places that will affect your company if they aren’t filled soon. Showing decision-makers where you got the information, how it will affect them, and what you can realistically achieve will bring them onboard with how talent decisions impact the business.