My first people analytics job was unprecedented and completely invented. It yielded adventure, fulfilment and lessons that I thought might be useful for anyone engaged in people analytics.
I had been hired as a data consultant–a brand new occupation–at a leading HR advisory firm from a quasi-academic role at an international organization, conducting global labor market research. I managed to secure the consulting role by writing a business plan to assuage the hiring manager’s fear that I might not relate to clients or deign to communicate via bullet points.
People Analytics leaders are in the business of change management. The sooner they realize this aspect of their role, the more effective they will be. In general, everyone recognizes the need for change; most support change; but few are willing to drive the change. Change agents require inspiration to sustain them through the ups and downs of their journey. They also need to paint a picture of the ideal “future state” they are trying to move their organization toward.
This is the session description for a fireside chat on “The Moral Imperative of People Analytics” between Amit Mohindra and David Green on the Main Stage at UNLEASH Amsterdam on October 25, 2018. The UNLEASH Group has been in the forefront of raising and discussing the notion of ethics in the practice of people analytics at its conferences. David Green is a leading thinker and writer on this topic (see for instance, Ethics, Trust and People Analytics). We also referenced Ben Waber’s work, including The Happy Tracked Employee. It was a privilege to speak with him about this important topic.