BUSINESS INTELLIGENCE ALLIED WITH HUMAN RESOURCES
There are several support applications that arise in the areas of management that have allowed a broader knowledge of the company and the evolution of the business. One of these applications, which we cannot do without these days, is Business Intelligence(BI).
There are several support applications that arise in the areas of management that have allowed a broader knowledge of the company and the evolution of the business. One of these applications, which we cannot do without these days, is Business Intelligence(BI).
In addition to operational support, BI manages, processes and manipulates a voluminous amount of data, essential to support the decision-making process. The information generated provides managers with a set of indicators about the business, which give a real perspective of what has happened in the past, of what is happening, also allowing for the drawing of future prospects.
In a simplified way, BI uses the data available in organizations, combines a set of data treatment and exploration tools that facilitate their analysis, the production of management indicators, or the generation of reports and dashboards</ strong> that will later be used by the top management of organizations.
And can BI help to quantify an area such as Human Resources, which has an inherent load of subjectivity, as it is also about analyzing the expectations and behavior of the people who make up a team?
By allowing BI to create a more complete and accurate analysis of various management indicators allows greater knowledge about the resources we have inside our doors and whether these are the ones needed to sustain and evolve the company’s activity . For example, we can cross attendance and productivity indices and draw a parallel between these indicators in order to analyze whether there is a direct line between absenteeism and productivity. We can analyze between teams and production or cost performance by department. Also, reflections on department costs versus department profitability, and much more.
Although human resources have a series of more subjective parameters to assess and less tangible for direct analysis, there are a series of indicators, which when worked on can give us ratios that will support future changes in business execution, equate the reduction or expansion of work teams, reinforcement in training, the award and progression of certain employees, the possibility of internal mobility, etc. Even in HR, it is possible to support the manager by giving some relevant indicators that support future actions in conducting the activity and organizing the work teams.
In short, the more we know about our organization, the easier it is to plan to solve dilemmas and overcome challenges that can jeopardize the organization’s survival and well-being.
