Learned a lot lending an editorial hand here:
Deloitte, May 2021
by Marc Solow, Christina Brodzik, and Dan Roddy
Analytics promise to help companies make better, more data-driven decisions about work, workplaces, and the workforce. But, so far, this promise is unfulfilled: In our 2021 Global Human Capital Trends survey, a mere 3% of the 6,300+ executive respondents said they have the information needed to make sound people decisions. This is a prescription for frustration—and failure—in today’s disruptive environment.
Leaders need analytics, but only to the extent that analytics provide insights that enable their organizations to act successfully in a reliable, adaptable, and human-centric manner. We call this “Insights-to-Action.” Organizations need to be able to use analytics to sense, analyze, and act—the three legs of the Insights-to-Action journey—in response to the myriad of disruptions affecting work, workplaces, and the workforce.
We know this firsthand because Deloitte uses analytics to fuel its own Insights-to-Action journeys. One example, which illustrates how analytics support our workforce efforts, is Deloitte’s ongoing quest to bolster diversity, equity, and inclusion (DEI) throughout the organization. Read the rest here.
Leaders need analytics, but only to the extent that analytics provide insights that enable their organizations to act successfully in a reliable, adaptable, and human-centric manner. We call this “Insights-to-Action.” Organizations need to be able to use analytics to sense, analyze, and act—the three legs of the Insights-to-Action journey—in response to the myriad of disruptions affecting work, workplaces, and the workforce.
We know this firsthand because Deloitte uses analytics to fuel its own Insights-to-Action journeys. One example, which illustrates how analytics support our workforce efforts, is Deloitte’s ongoing quest to bolster diversity, equity, and inclusion (DEI) throughout the organization. Read the rest here.
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