-50%
Solution
Today, the Data analytics represent a critical area of evidence-based HR where people professionals need to possess an in-depth understanding of use of organisation data (CIPD, 2022a). This is since it represent a significant source of evidence in HR. Nevertheless, a common challenge impacting people professionals internationally is assumption that they are not numbers of people but people. In CIPD (2022a) factsheet, Data analytics is categorised as a new area of people profession. It entail using people data in-depth and organisation systems for informing best practice of developing improvements and interventions leading to improved people practice profession and business outcomes. In regard to technology, CIPD (2022b) identify it as artificial intelligence and machine learning, internet, internet of things, big data analysis, and digital technologies. For people practice professionals, they use technologies and AI in an ethical and sustainable practices which prioritise and involve workforce and other stakeholders in decision making. The application of AI lead to people professionals analysing staff data and preferences for delivering personalied experience. For example, in Saudi Aramco case, using AI, they enhance customised L&D opportunities for an individualised career direction. Also, from the COVID-19 pandemic, AI has been used in Saudi Aramco in creating a custom-made staff experiences which improve satisfaction and engagement levels.
The identified challenge is an attribute of the following issues;
Low in skills and capability– In Personnel Today (2023) report, it hypothesis that in year 2023, a significant skills gap amongst people practice professional is Data analytics and data analysis. Considering Saudi Aramco case, this inform on the need for building on skills and investing in technologies to contribute to data-based decisions. Similarly, for AI adoption, a research in Deloitte (2022) highlight 41% of people professionals do not have sufficient technical skills for AI adoption hindering their ability to scale up.
Lacking confidence– The people professionals similarly do not have sufficient confidence to pursue mid-level and sophisticated analysis of the people data. This is supported in Persaud (2021) noting that a partly 21% of people professionals note as having the confidence to adopt advanced techniques such as predictive analytics. For Saudi Aramco, this contribute to existence of unlocked skills amongst people practice professionals.
Lack of credibility– People practice professionals tend to lack sufficient credibility in terms of statistics and numerical skills and capabilities. For instance, in Saudi Aramco, only 36% of finance teams are in agreement that HR demonstrate numerical and statistical skills. This is with 37% believing people professionals demonstrating expertise for people data. In Saudi Aramco, using AI in managing staff resourcing, they face challenges with privacy and misusing data. In Saudi Aramco, with employees and employers in credibility issues in privacy and misusing of then data.
In an event these hindrances are eliminated, for an organisation such as Saudi Aramco, they would benefit from the following areas of using data analytics;
Aligning people data with organisation data for improved decision making– Considering Saudi Aramco organisation objectives, it entail to provide reliable, affordable and more-sustainable energy. Similarly, their people data would need to be aligned to this objective. For instance, the number of employees to be resourced, the amount of resources to be budgeted for people practices, career development opportunities would be targeted to the measurable objectives. These findings are supported by de Brito (2020) research using data in Post-COVID-19 pandemic and identified data analytics as enhancing alignment of different teams, using resources, planning and processes. The outcome of this in an organisation such as Saudi Aramco achieving sync of their critical organisation priorities. This is with appropriate resources allocation and promoting entire organisation objectives achieved with success. By using AI, there is a possibility of assisting the people professionals in analysis of data by noting and forecasting future trends. For example, in Saudi Aramco, they use AI to analyse their performance trends. These trends inform their future goals reflected in their objectives.
Designing and Implementing HR Activities– In AIHR (2023a) report, it highlight that analysis of internal data, research-based practices and studies integrated with expertise judgement, experiences, values and concerns, people professionals would apply evidence-based decisions. This is contrary to reliance on the feeling of the employees in eliminating any form of biasness, temporary fixation and inconsistent practice. For instance, considering Saudi Aramco case, using technology in Data analytics and data, it would be possible to identify best practice of increasing recruiting efficiency with approximately 80% and achieve a decreased attrition rates with upto 50%. For AI use, it is possible to source and process immense amounts of data for acquiring insights and making best recommendations for better decision-making. In Saudi Aramco, evidence-based decision is made as AI analysis immense sources aof data and appreciate trends and associations emulated.
Achieving Cost-Savings– As evidenced in Suri, and Lakhanpal (2022) report, Data analytics leads to possibility of entities optimising spans and layers which could lower costs and as such improving overall revenues. In Saudi Aramco for example,
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