W.Edwards Deming said: “In God we trust. All others must bring data”. With the concept of big data taking centre stage in business domains, the importance of data is becoming obvious to many professionals especially those who shy away from it. For meaningful and sustainable progress to be made in organizations there is need for data – the right data properly analyzed and interpreted for the desired purpose(s). What has this got to do with human resource management? A lot. Being a profession that has its roots in the behavioural sciences, there is need to have sufficient insights into human behaviour and this would not be possible without data. Thankfully, with the importance being placed on human resource metrics and analytics data is being taken seriously. Nonetheless, there is need for more effort.
Quantitative and qualitative data have unique advantages and they are complementary. It is important to understand when and how to collect each type. Beyond when and how is the question why. Why do you need data? A clear answer to this question would determine the type of data to collect and how to go about collecting it. Sometimes, all we need is basic details from a select individuals to determine what issues are worth exploring further on a larger scale. There are times we have to collect data concurrently or sequentially — this speaks to mixed data which are by far more robust than qualitative or quantitative data when collected and analyzed separately. As regards data, it is essential to always pay attention to the respondents/participants (providing the data), the methods used in collecting the data and the tools used in analyzing the data. These could diminish the value of the data regardless of how much volume of data was obtained.
As human resource management professionals, we must go beyond rules-of-thumb and reliance on surveys (from primary and secondary sources) and explore the whole gamut of data collection and analysis. Three things are interesting to note: first, the unique situation an organization is faced with determines the type of data to collect and how to go about it — there is need for openness to different research designs. Second, human beings (who make up organizations) are different hence their perspectives on a particular issue will vary — these diverse views are necessary for obtaining rich insights. Third, no two organizations are the same hence the need to give sufficient attention to the data emanating from your organization instead of relying so much on data coming from national and global research reports. Never lose sight of the fact that organization, industry and sector are three different things though connected. Know what is happening nationally and globally about different HR functions while you also develop your capacity to obtain robust data on what is happening in your organization with regards to the different HR functions. Obtain robust data in areas of recruitment and selection, performance management, training and development, rewards, job satisfaction, work engagement, attrition and turnover et cetera. When conversations are had and data is the basis for arguments and decisions made, it gives a touch of professionalism to such engagements. Relying solely on experience (as if it is some sort of trend data) does not suffice — you are better off relying on data that shows a trend/pattern over a specific period of time.
It is paramount to keep in mind that collecting and analyzing data is not an end itself rather it is a means to an end. There is need to keep our eyes on the big picture. Data is a strategic tool for organizational growth. Members of management make decisions that could make or break their companies hence the need to make decisions not predicated on conjectures or rules-of-thumb but on data that is rich and reliable. This goes to say that the data collection process as well as the data obtained must be given equal importance. Data obtained must be interpreted and presented in a manner that aids decision making. To achieve this, one must prepare presentation materials with the would-be/target audience in mind — the best presentations will always remain audience-centred.
To fully put data at the centre of human resource management practice, aspiring professionals would have to be thoroughly trained in this regard. Chartered Institute of Personnel Management Nigeria would have to look critically into this. It should be a course and knowledge should be tested appropriately. This could also make a theme in any of the subsequent conferences. There should also be regular training on data management as it pertains human resource management — the nexus between both should take centre stage going forward. Employers must also create the enabling environment because all these would amount to nothing without their support. Let us remember and reflect on the words of Todd Park: “Data by itself is useless. Data is only useful if you apply it.”
Jude Adigwe
