The Head of People Analytics is absolutely pivotal in determining whether an organisation is able to successfully implement people analytics and create a sustainable long-term culture of data driven HR.
Arun Chidambaram has helped four Fortune 500 companies build sustainable capability in people analytics, and is widely recognised amongst peers as one of leading proponents and visionaries in the field.
In Part 1 (Questions 1-8) of this series, Arun shared his experience on the skills and capabilities you need in a people analytics team, how these evolve over time and the options in how to align the team to the business. Arun also outlined his five-step methodology for undertaking people analytics projects, which many people have since commented how helpful they found it.
THE ROLE OF THE PEOPLE ANALYTICS LEADER – PART 2: LEADING THE TEAM, CREATING ORGANISATIONAL CULTURE AND SHAPING THE FUTURE
In Part 2, Arun and I cover the following areas:
- Leading the team: An in-depth treatise on the role of the People Analytics leader including typical challenges faced, the skills and capabilities required, and the evolution of the role in line with organisational maturity and a dynamic external environment
- Developing organisational culture: Ways to make analytics part of HR and organisational DNA
- Shaping the future: A look at the future of people analytics and some of the developments we can expect to see
- Ethics and trust: The importance of transparency, ethics and data privacy in People Analytics.
To read the whole article, please click here to read it on LinkedIn.