Can a data-driven approach to managing people at work help organizations make better HR decisions? Wharton professors Cade Massey and Adam Grant share their insights. More: knlg.net/1CAqeZO
From an employee standpoint people analytics is pain the a@@, honestly, you waste time of your day to fill in what you did, when you did it etc. Most often you have to do it after working hours - for free may I add. Of course from employer side they matter, you want to know what you employees are doing in the time that you pay them for, but! let`s be human, if employer wants to corner the employee, so he can`t even go to toilet without putting this down on paper, because this is where most firms wants you to put down as well, then this is just ridiculous and I find it equal to harassment or mobbing. There is a very fine line between ethics in people analytics and this needs to be addressed too.
Can we predict what makes people a good performer? Yes, this has been answered very well using over 100 years of data on the topic. Schmidt & Hunter (1998). The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings. Psychological bulletin, 124. Analytics are great. But why waste money reinventing the wheel with bad data when scientific knowledge of this area offers answers to our questions?
