Throughout my career I've always strived towards improving my capabilities as a people (workforce) analyst. I've looked to many external capability frameworks or courses to help me identify areas of growth. What I always find are frameworks that focus on the technical capabilities of an analyst that pushes them from basic data management right through to predictive and prescriptive modelling all under the banner of "Data Science".
Those who know me know I hate that term. Of course there's science in data analytics, but there's also art. I've even spoke about that in my musings on dashboard design principles. A lot of that art needs to come from deeper competencies in the functions of HR.
I've really struggled to find a framework that caters for both the science and art of being a people analyst. So.... I've made my own!
A "People Analytics" capability framework
Consists not only of technical capabilities, but also the functional competencies required to become, in my view, an expert analyst in this field. I've often talked about the need to be able to overlay technical abilities with an understanding of HR. I credit my success more to my understanding of HR than to my technical abilities of an analyst. Yes I can do some pretty cool things with data, but more importantly I can make it meaningful within the context of people processes and enabling workforce planning decisions.
The above illustrates the overarching framework consisting of four technical capability themes, and five functional competency themes. There are approximately 30 individual capabilities/competencies withing the framework which can flex or refine depending on a client's environment.
I've also tried to illustrate the shift in importance or weighting of each of these themes. Early on in a People Analysts career their technical capabilities are more important than their functional competencies. But I believe this dial needs to shift as you grow in the field.
Holistic approach to assessment
The framework also includes detail of how capabilities can be evidenced through the materials and products created by the analysts. Similarly, a stakeholder assessment of their perception in delivering capabilities provides a holistic and quantifiable rating. For example:
Planning for growth
The assessment against these capabilities/competencies will identify areas of strength and opportunities for growth. This may include:
Now that I have developed a framework, I'm keen to test it! I'm searching for clients who will be willing to adopt this capability framework within their people analytics roles and work with me on assessing the capabilities of your analytics function and developing a plan for growth.
What you will get:
Please contact me if this is of interest to you
Owner of RMEASURES sharing some of my frameworks and theories