Preventing 'Analysis Paralysis'

If your organization is like most, your human resources department is trapped somewhere between endlessly tracking employee metrics and providing sophisticated and impactful analytics. In either case, it’s likely providing these metrics without a clear objective or connection to business performance. Meanwhile, executives are fielding increasingly urgent demands for more data, despite lacking clarity on what to do with the data they already have.

Through our work at Corporate Executive Board, we often hear one or more of the following responses when we ask executives how effectively companies use employee data to drive better business outcomes:
• “We track metrics such as employee engagement, but we don’t really know what to do with them.”
• “We collect data on everything, and spend more time analyzing them than doing anything about them.”
• “Employee data can be related to business outcomes?”