In most of today's business world, the role of data in strategy, planning, and operations has become less of a premium and more of a competitive necessity. Sophisticated analytics already drive the important decisions we make in sales, customer success, marketing, and finance.

Companies typically don't use data to address such critical questions as: Which teams Is it likely to have performance issues and why? How do we improve manager effectiveness? What is the biggest impact on employee engagement and our culture?

However, HR leaders are now beginning to realize that data-driven insights can have a significant impact, reducing risk and driving success in decision-making around talent management and organizational performance.

With cutting-edge data-driven technologies such as artificial intelligence rapidly proliferating across various branches of business, it is not surprising that HR teams are now looking to organizations to play a key role in management strategy and decision-making.

AI is designed to analyze, analyze and transform data into human-friendly forms that are easy to understand and manipulate and we see this every day in the predictions and suggestions that our smartphones push at us without us having to prompt them.

With the influx of data in HR, organizations have the ability to provide a wealth of insights into areas including talent assessment, employee engagement, manager effectiveness, and team productivity. This helps HR teams understand and anticipate workforce trends. And problem areas better.

More importantly, it can also help solve one of the most important challenges an HR team faces today in building and implementing improvement plans by recommending specific actions to take to solve the biggest problems.

References:

Ellig, B.R. (1997), Is the human resource function neglecting the employees? Human Resource Management, 36(1), 91-95. https://doi.org/10.1002/(sici)1099-050x(199721)36:1<91::aidhrm15>3.3.co;2-u

Wall, T.D., & Wood, S.J. (2005). The Romance of human resource management and business performance and the case for big science. Harmonsworth: Penguin.

World Economic Forum. (2016). The future of jobs – Employment skills and workforce strategy for 16 the Fourth Industrial Revolution. Geneva: World Economic Forum.

Zuiderwijk, A., Chen, Y.-C., & Salem, F. (2021). Implications of the use of AI in public governance: A systematic literature review and research agenda. Government Information Quarterly, 38(3), 34–78. https://doi.org/10.1016/j. giq.2021.101577

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