Wharton – Strategy & Innovation – People Analytics: HR Transformation through Data – TimesTSW

Overview

Talent is the most important asset in many businesses, yet people-related issues are often addressed informally, with a strong reliance on instinct. Analytics instead relies on objective data and deep analysis to remove subjectivity from decisions.

In People Analytics: HR Transformation through Data, you will learn how data can and should be collected, analyzed, and used as a basis for decisions. Wharton faculty will demonstrate how analytics techniques are being applied to create an employee-centric approach to talent management. As the workforce continues to undergo radical changes — and management across generations, geographies, and worker expectations becomes increasingly more complex — data helps build practices that lead to better individual and organizational performance. The companies that can best harness the power of their data will continue to reap the benefits, and the advantages over their competition, well into the future.

Who Should Attend:


Professor Cade Massey on who should attend.

People Analytics was designed for executives responsible for hiring and managing talent. Those who want to build analytics capabilities, improve the quality of talent, and learn better tools for managing and leading organizations will also benefit. In particular, the program attracts HR professionals, business unit and general managers, and leaders of mid-size to large companies.

Fluency in English, written and spoken, is required for participation in Wharton Executive Education programs unless otherwise indicated.

Group Enrollment

To further leverage the value and impact of this program, we encourage companies to send cross-functional teams of executives to Wharton. We offer group enrollment benefits to companies sending four or more participants.

Program Highlights & Benefits

  • Discover how and when data can be used to make key employee decisions
  • Become a more educated data consumer, recognizing the good and the bad in terms of data collection and applications
  • Understand how leading companies are using people analytics
  • Consider relevant legal and ethical issues
  • Interpret and present results of analysis
  • Become an agent of change toward an analytics culture and position yourself as a strategic partner in your company’s talent management

Experience & Impact

People analytics began as a technical human resources function that focused narrowly on engagement and retention. Today it is increasingly applied across global organizations to solve a wide range of business challenges. Some of the world’s most successful companies (such as Google, Nissan, and Goldman Sachs) are using people analytics to improve hiring and promotion, performance evaluation, job design, compensation, and collaboration. But while many companies say tapping into their employee data is a priority, only a minority of organizations has usable data, and even fewer are putting it to use. That means developing the knowledge and tools needed to exploit this fast-growing field can give your career and your organization a serious advantage

People Analytics explores data-driven techniques for managing people, and for making more strategic, systematic decisions that affect the organization as a whole. It will help prepare you to take a leadership role in building an analytics capability in your organization, as opposed to learning the number-crunching skills of data scientists. Taught by the directors of the Wharton People Analytics initiative, the program examines the topic on three levels — data collection, analysis, and application — and offers state-of-the-art research and applications for each. By gaining greater insights into your workforce, you will be able to help them engage more positively and productively, and reduce risks.

Because merely having data is not sufficient, better and worse uses of data are explained using real-world examples. You will learn methods for avoiding decision biases, including employing machine-based algorithms. Finally, best-practice approaches to drawing rigorous conclusions based on collected data from some of the world’s most successful companies are explored.

This dynamic, hands-on program is a true learning laboratory, leveraging the latest insights and best practices to help you and your organization move to the analytics forefront. In addition to lectures, case studies, an industry panel, and exercises, you will work throughout the week in small groups on a real-world issue, running data analyses and making recommendations based on your findings. You will also discuss specific challenges with faculty and fellow participants as you begin to explore how people analytics can be applied in your organization.

Session Topics:

The theories and applications of People Analytics will be examined as they relate to:

  • Internal and External Hiring
  • Promoting, Retaining, and Engaging Talent
  • Team Building
  • Legal and Ethical Questions
  • Decision Biases
  • Network Analysis: Measuring and Managing Cooperation
  • Emerging Technologies

Faculty

  • Matthew Bidwell, PhD

    Academic Director

    Associate Professor of Management, The Wharton School

    Research Interests: Human resource management, knowledge workers, worker mobility

  • Cade Massey, PhD

    Academic Director

    Practice Professor, Operations, Information and Decisions, The Wharton School

    Research Interests: People analytics, judgment under uncertainty, organizational behavior

  • Martine Haas, PhD

    Associate Professor of Management, The Wharton School

    Research Interests: Global collaboration, teamwork, knowledge sharing, information-technology use, human and intellectual capital

  • Prasanna Tambe, PhD

    Associate Professor of Operations, Information and Decisions, The Wharton School

    Research Interests: Economics of IT labor, technological change, and labor markets

  • Kevin Werbach, JD

    Professor of Legal Studies & Business Ethics, The Wharton School

    Research Interests: Business, legal, and social implications of the internet and communications technologies

Wharton General Management Program

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