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The debate about which is the most important factor in the production of goods and services went out of fashion several years ago. At the beginning of industrialization, capital was the key element to implement and run a business. More recently, the development or access to technology was the main factor of competitive advantage.

Today, no one disputes that the main differential factor of a company is talent and high-performance teams. They create and generate initiatives or business plans; and, with a good plan, they are the ones who seek and manage financing. They also develop or adapt technologies to the needs of businesses and customers. In short, the success of a company, its development and sustainability depend to a great extent on people . In this context, human management is the greatest source of competitive advantage.

In parallel, data science and data science strategies have gained a key place in business decision-making and in its marketing and commercialization strategy. >business intelligence. For a long time, companies have invested large sums to convert data into information for decision-making and thus build better experiences for current or potential customers.

How to retrieve a lost savings bond? http://beginner-investors.info/?p=5540

— Maurice Young Fri Oct 01 04:01:07 +0000 2010

According to the global Human Capital Trends report by Bersin - Deloitte, 71% of companies identified HR Analytics as a high or very high priority.

So, if data management is key to adding value to the business and at the same time people are the main source of competitive advantage, why not develop strategies for generating and processing information on talent and < b>human management?

According to the global Trends in Human Capital report by Bersin - Deloitte, 71% of companies identified HR Analytics as a high or very high priority. Such a high ratio should not come to our attention if we consider that even before the pandemic, business has been carried out in a VICA context (volatile, uncertain, complex and ambiguous) and that this discipline is of great value for add.

HR Analytics allows you to identify, analyze and relate data originating from various sources about people, their performance and talent management that facilitates the construction of insight (new knowledge). for decision making, aligning efforts and resources to leverage better results.

Companies must go from processing classic human management indicators in a traditional way (demographics, turnover, absenteeism, climate, etc.) that provided information on what, to relating these and other data through algorithms and carry out predictive analysis aligned to the strategic objectives of the business that allow answering the why and give clues for decision-making on the how. The key is to connect talent management with strategy and business results.

This path to incorporate HR Analytics into management must begin with the leader of the Human Management area participating in management conversations at the highest level, understanding the keys and challenges in terms of sustainability and development, and ask the questions that have not yet been asked about how talent can be aligned and leverage the strategy. The development of professionals in Human Management requires holistic training on business and the various functions that comprise it, to add value to their own challenges and those of the business.(*) Professor of Human Talent Management in the Bachelor of Human Management in UCU.