Talent analytics represent a tremendous opportunity for organizations to better understand their current state, predict their future talent needs and better measure and therefore improve their progress toward these goals.  Two major challenges seem to stand in the way of delivering on this promise: a lack of technology and a lack of analytical skills.
New technology can be a challenge for firms of any size because of the investment required to implement a new solution and either integrate or replace the legacy system.   For example, in a recent webcast from SAP, Oxford Economics’ Debra D’Agostino shared how their research suggested that organizations in the developing world were making significantly greater investments in human capital analytics technology in part because they are not burdened with the legacy systems of organizations based in the industrialized world.   However, that challenge is nothing compared to building, buying, or borrowing the analytical skills necessary to collect, maintain, and analyze the data a solution creates.
In a recent blog post on analytics, renowned analytics thought leader and independent advisor to Deloitte Consulting, Tom Davenport discusses how organizations are creating data science functions to make sense of data within their organization:
In general, I have found that they are hybrids of data management specialists and quantitative analysts. They should have the data management skills to wrestle with big data—to extract it from a rapidly-flowing stream, to clean it, and to structure it sufficiently so it can be analyzed … they’re essential for any organization that wants to make progress at managing big data and turning it into something useful.
For organizations that have invested in more modern solutions, talent data is not used to its full potential and only collected to create operational reports that measure the efficiency and cost of HR operations. Among organizations that want to better manage and draw insight from this data, skills similar to those Davenport mentions are essential.
In an upcoming webcast, Mario Duarte, Staffing and Workforce Planning Manager of Volkswagen of America will share how his organization is collecting and analyzing that talent data to make better people decisions and what skill set is necessary to do it. Based in Chattanooga, TN, Mario is on the front lines of the War for Talent where VW has opened their new manufacturing hub from the ground up.

来源：http://www.hci.org/lib/hr-needs-tools-and-skills-make-sense-talent-data

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