A Cautionary Tale: 3 Reasons HR Analytics Projects Can Lead to Frustration and Failure
Jim Harrison, Queen’s IRC Facilitator, 2018
Nothing frustrates me more than to see the expertise, experience and time of HR professionals wasted. And in today’s working environment, I see frustration and failure all too frequently in Analytics projects.
When I say frustration and failure, I refer to the type of Analytics project we have all been involved in. We have pored through oceans of data and done hours of spread sheeting and analysis, and in the end the leaders we have presented our analysis to have put it to one side or seemed confused or unimpressed by our efforts. Somehow we have missed the mark. Or the leader takes one look at our analysis and demands something different - other numbers, more numbers, different charts, flashier graphics - take your pick. And we head off into another round of more effort and increasing frustration.
Why does this happen? Is there too much data? Sometimes. Too much complexity? Possibly. Too little time? Maybe. When these and other analysis challenges arise, it can often lead to the frustration that we have invested time and effort for little or no return. And our managers or leaders are equally frustrated because they are not taking away the insights they need to make informed business decisions.
To make the most efficient use of our time and to increase our chances of success, I’m going to briefly outline three problems that can cause HR analytics projects to stall or go completely off the rails and hopefully point you in directions to ensure that this doesn’t happen to you.
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Announcement: Retirement of Paul Juniper
It is with mixed emotions that we announce that Paul Juniper has decided to retire after more than 10 years as the Director of the Queen's University Industrial Relations Centre (Queen’s IRC).
Paul became the sixth Director of Queen’s IRC in 2006. During his time as Director, Paul expanded the IRC’s professional development programs to cities across Canada and internationally. He introduced a number of new human resources and labour relations programs, and conducted research into the state of the HR profession. He also developed and designed the Queen’s IRC Advanced HR Certificate to meet the increasingly complex professional development needs of HR practitioners.
Queen’s IRC has been a leading provider of premium professional development programs in labour relations, human resources, and organizational development since 1937, and has expanded and evolved over the past decade thanks to Paul's exemplary leadership.
Paul will be greatly missed. We wish him all the best in his retirement. Fortunately, he will continue to serve as a facilitator for Queen’s IRC. He can be contacted at: Paul.Juniper@QueensU.ca.
Stephanie Noel has been appointed the new Queen’s IRC Director, effective July 1, 2018.
Stephanie Noel has been with Queen's IRC for over 15 years. As the Business Development Manager, she was responsible for ensuring that the design and delivery of each program adhered to Queen’s IRC’s standard of excellence. She led the Queen’s IRC Program team as well as the Sales & Marketing team, and has been instrumental in developing and strengthening the IRC’s relationships with organizations and participants.
Stephanie has worked with clients to tailor custom training programs specifically to their organization’s learning needs, and over the years, she has developed customized certificate programs with various organizations, including private sector, government and union organizations. Stephanie’s research interests include change management and labour relations practices.
Stephanie earned her Bachelor of Arts in Economics (Honours) degree from Laurentian University, and earned her Masters of Business Administration from Royal Military College of Canada.
Stephanie can be contacted at: Stephanie.Noel@QueensU.ca
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