People analytics can be a powerful tool in identifying gaps in employee inclusion—provided it’s done right.
And getting it right is increasingly important as employers feel pressure from employees, shareholders, customers, regulators and society at large to have a more diverse and inclusive workforce.
Public companies traded on the Nasdaq, for example, are required to have at least one diverse board member by the end of the year, a mandate approved by the Securities and Exchange Commission regulators late last year.
Additionally, the spotlight on diversity is expanding to include a greater emphasis on inclusion, where race is part of the fabric that includes threads of gender, sexual orientation and neurodiversity.
But when it comes to laying the groundwork for gathering inclusion data, conducting data analysis and taking action based on that inclusion, employers often stumble on some common mistakes.
Take data gathering, for instance.
“It can feel intimidating. But the worst thing you could do is let perfection be the enemy of good. So, start somewhere, think through the entire human resources lifecycle,” says Meisha-Ann Martin, senior director of people analytics and research at cloud-based solutions company Workhuman. “Think of what you could measure and ask [that] in each stage. While you may not get everything right, you can start with something.”
Related Link: Balancing internal, external data to make the most of your people analytics
Build your people analytics while minimizing common mistakes
In this video interview, Martin discusses the importance of using data and analytics to identify inclusion gaps, how to analyze the data quickly and the difficulties HR has after gaining the analytics.