Human analytics, which has been on the agenda of human resources in recent years, has gone beyond reporting and analyzing existing employee data. Human analytics has now become a crucial tool that enables companies to make data-driven predictions and turn data into action.

Most institutions have a significant wealth of data, whether in a distributed or consolidated structure. However, without basing this data on a well-constructed model, and making it meaningful with the necessary experience and foresight, it will not be possible to create a data-driven culture that makes decisions and manages change.

To bring human analytics and human resources strategies together at a common point with the company’s business strategy, human analytics must be structured in a way that can generate data-driven predictions to improve recruitment decisions, employee work life, and business processes.

When human analytics is used not only to focus on the company’s revenue and expense targets, such as profitability, cost calculations, and workforce planning, but also to indirectly feed these targets by measuring and improving the efficiency of recruitment, talent management, employee engagement, training, and development management processes, it will bring the organization to a different level.

Especially with the pandemic, a transformation has begun in which employees question their work life, resign as a mass, and begin remote work, and a culture transformation focused on employees has begun. Retaining and developing internal talents and adding new talents to the company have become critical issues for organizations.

Therefore, data has become more important than ever. In the recruitment stage, it is inevitable to have a data-oriented approach to create the right talent pipeline and manage talent pools effectively, reach and attract the right candidates. In talent management, understanding employees, analyzing their skills and abilities accurately, developing employee-specific strategies, and positioning them in the roles where they can be most effective, determining the training, learning, development, and coaching needs for these roles require a data-driven approach.

Therefore, we can summarize the main topics on which human analytics has focused with the pandemic, which has many different layers, as follows:

Workforce Planning: It aims to assign employees with the right talent, at the right time, to the right tasks, at the most appropriate costs, and to provide foresight in line with the company’s goals and strategy, considering economic fluctuations in the future and the company’s growth targets.

Attracting and Hiring the Right Talents: Determining the potential talents to be reached, identifying the channels to reach them, determining the most suitable candidates for the position among the applicants or potential candidates identified, and creating predictions for more quality and fast recruitment by measuring the effectiveness of the recruitment process.

Recruitment, Cultural Adaptation, and Retention: It will be critical to measure whether a correct onboarding process is being run, the loyalty and performance measurements of the recruited employees, and how quickly they adapt after being hired, and to follow the correlation between the onboarding process and employee satisfaction.

Performance Management: It provides the identification of development areas for career steps of employees with feedback and performance measurement results and determines the educational and developmental actions to be taken accordingly.

Talent Retention: It allows the identification of talents with separation potential by using employee, company, and market data, preventing departures, and determining reasons for departures and taking measures accordingly.