Common Good And Analytical Responsibility In HR

Common Good And Analytical Responsibility In HR

The analytical process must allow the organization to obtain knowledge about itself (and about its employees) as the first step in an empowerment process.

In the time you read this entry on the common good and analytical responsibility in HR. H H. (approximately 3 minutes), in the world, a little more than a million comments will have been tweeted, around a hundred thousand photos will have been uploaded to Instagram, and probably more than two hundred thousand posts have been shared through Tumblr and almost half a million calls They will have been done via Skype.

Almost twenty-five million videos will be viewed on YouTube, and you will surely have received one of the four hundred and fifty million emails sent. As a comparison, seven hundred babies will have been born at the same time. Add in the overwhelming use of Facebook, Google+, or LinkedIn (respectively 1.5, 4, and 2 million monthly users), and the panorama is displayed.

Digital content (except babies, for now). Susceptible to be explored (analyzed) to account for our uses and customs in a wide range of interests: from our behavior as consumers to our attitudes towards work, passing through our political or religious orientations.

Without a doubt a huge opportunity for improvement. In our field of Talent Management, all this current data capture and exploitation has been channeled through the concept of HR Digitization and, more specifically, through the practice of HR Analytics.

Digitization of Human Resources: capture and exploitation of data

HR Analytics is a young work discipline that is showing extraordinary vigor. These early steps in developing people analytics—to make informed decisions that enable organizations to align employee behaviors with their strategic objectives—have been dominated by exploration and search. Search for methodologies, partners, limitations, and application possibilities.

We have focused more on the technical aspect of the issue than the strategic aspect of the analytics (ignoring the generality that the new manna will make us competitive just like that).

In this context, the European Union General Data Protection Regulation (GDPR) has come at the right time: it has set the limits of the playing field. For some a very narrow field; for others the necessary playing field. We will not go into his analysis here. In any case, the appearance of the regulation gives orientation and focus on the technical-legal aspects that must be considered.

Employee well-being and satisfaction

However, our responsibility goes beyond compliance with regulations. We have to think of analytics in an integrated way in a specific social dynamic in which work is positioned as one of the fundamental pillars of people’s well-being and satisfaction.

A society increasingly concerned about the development of a healthy life is an impulse for organizations to look more and more towards the study of the well-being and health of employees.

Some critical voices recently pointed out that 30 years of quality research in human resource management have allowed us to come close to unraveling the relationships between HR management and employee performance and even the influence of HR practices on company performance. 


At the same time, this search for the links to performance has for too long neglected concern for the well-being of employees and the development of the social environments in which organizations operate. It is not about controlling processes and employees—rather the opposite.

Let’s look at analytics as a way to provide knowledge about how we are (as an organization and as people that make it up) to make a critical and reflective judgment about our strengths, our weaknesses, and the degree to which we are what we want to be.

This enormous availability of data and the developed analytical capabilities provide us with an extraordinary opportunity to advance. In this context, human resources analytics finds its focus: contributing to the development of organizations that are more aware of their responsibility towards their employees and society: organizations that contribute to the common good.

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