{"id":17016,"date":"2016-10-25T13:35:07","date_gmt":"2016-10-25T11:35:07","guid":{"rendered":"https:\/\/www.ferrovial.com\/blog\/en\/?p=17016"},"modified":"2025-12-12T00:42:06","modified_gmt":"2025-12-11T23:42:06","slug":"analysis-of-talent-management-people-analytics","status":"publish","type":"post","link":"https:\/\/www.ferrovial.com\/blog\/en\/2016\/10\/analysis-of-talent-management-people-analytics\/","title":{"rendered":"So\u2026 how tall are you? An analysis of talent management"},"content":{"rendered":"

When I was a child, anyone over 1.80m was considered to be tall. Genetic evolution, dietary habits and health status in childhood have gradually pushed up the threshold, so that our reference points today are different. Just stand outside a school when the children are leaving, and you\u2019ll feel smaller by the day.<\/p>\n

We are tall or short (a simple, biased opinion) based on whatever we use as a reference. Despite the fact that height is an objective and measurable dimension, it\u2019s a figure that nevertheless gains greater significance if we understand the factors that influence it and how it evolves, and compare it with other points of reference<\/a>\u00a0(which are also evolving).<\/p>\n

How do companies measure people?<\/h2>\n

Companies likewise need to measure people, as they do other strategic assets, in order to achieve results and grow. <\/strong>They carry out interviews, assess, gauge the level of engagement, carry out surveys on the value of training imparted, and even analyse the reasons why an employee may decide to leave the company, so that they may improve their loyalty mechanisms.<\/p>\n

All of these issues are usually resolved through interviews or surveys, in the hope that response rates (and honesty rates) will be acceptable.<\/p>\n

But, given the technological resources we now have available, you have to admit that these approximate systems are no longer enough. We have the data, the tools and the capacity to be more precise, but are we prepared to apply this new analytical mentality to talent management?<\/strong><\/p>\n

The analysis of talent management: People Analytics<\/h3>\n

The value of what we now call People Analytics<\/strong> is based on the premise that decisions regarding people management are the most important decisions that a company will ever have to take, and the ones that will have greatest impact. Achieving extraordinary results is possible only if people decisions are taken fairly, accurately and promptly,<\/strong> and if companies start to take an interest and make progress in the field of analytics so that they are better able to learn from their past and look to the future. <\/strong><\/p>\n

In a volatile and changing environment, experience and intuition are no longer enough for good, timely decision-making. We have to make better use of the wealth of data now available thanks to digital growth; we have to really milk such data to glean information from it which will help and inspire us to be a step ahead of the game, shedding light (and new questions) on issues such as:<\/p>\n