SEPTEMBER 2021HR TECH OUTLOOK8Time to Re-model: Thoughts on Embedding People Analytics Within an OrganizationBy Lydia Wu, Head of Talent Analytics, Panasonic North AmericaI had a singular mission upon arriving at Panasonic: turn People Analytics from a buzz-word and a pipe-dream into a function that produces insightful results and is a trusted partner by our business and HR leaders.Over the past few years, as I navigated the company and tried to map my path through the uncharted waters of setting up People Analytics, I realized that there is a lot more to `making People Analytics happen' than just creating a new function and hiring a team. I learned that "making People Analytics happen" means:· Being scrappy on a shoestring budget and using what I have (in most cases Excel spreadsheets accompanied by color coordinated PowerPoint visuals) · Overcoming misconceptions of what People Analytics truly is, and constantly proving that every dollar invested into the function is worth it · Thinking outside of the box to build a multi-functional, multi-talented, `swiss army knife' team to fulfill the responsibilities· Timing technology investments so that they aid the process of implementing People Analytics and not encumber it (i.e. avoiding the misconception that implementing a piece of HR Technology is the same as implementing a People Analytics function) · Alternating between wearing my People Analytics and Change Management hats on a daily basis in order to help HR and other business leaders understand the insights derived and their significance Like many other People Analytics functions at other organizations tasked with `making it happen', my team focused on the tactical, quick-win items. #GSD or Get Stuff Done was our team slogan for the longest time. With a scrappy mindset and a can-do attitude, in the past two years my team and I were able to build the People Analytics function from the ground up, deliver on countless research projects to better
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