MIS Report Paper

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MIS Report Paper For businesses to succeed in the current commercial world, which has become very dynamic, there is a shift towards the use of bid data. The human resource departments are currently facing a more distracted and fragmented workforce, and therefore companies are turning to corporate restructuring around some of the key initiatives that are tailored towards creating teams that are more streamlined. Unfortunately, most of the decisions are based on little hard data on the manner in which the teams are supposed to work together. Tapping data on the actual behaviors of the employees is an important tool that can help in corporate restructuring and hence empowering the employees and the organization to eventually become more productive (Mikalef, Pappas, Krogstie & Giannakos, 2018). The report focuses more on big data and the manner in which it is influencing/is likely to influence the human resource function of an organization.

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People analytics People analytics has come up as a new trend in the management of people and is embraced in the context of big data to better inform business decisions. People have always been regarded as the biggest asset of a company, and people data is being used to instill transparency in the manner in which people are working. Some companies are already using sophisticated social algorithms that are tailored towards obtaining an in-depth understanding of the behaviors and patterns of the customers (Rajaraman, 2016). As the trend continues to be embraced, organizations are putting themselves in a better position to turn the analytics around and diagnose the organizations' inefficiencies.

Companies like Google have been able to recognize that the decisions to do with the management of people are supposed to be approached the same way engineering decisions are approached. The company has been able to do away with the subjectivity that is associated with the management of people, hence promoting productivity more effectively. In order to drive productivity, companies are obliged to go beyond subjective and outdated firms of people management (Choi, Wallace & Wang, 2018). The section below unveils the various ways in which this is helping to create a productive work culture.

Ways in which people analytics is helping the managers to create a productive work culture The employees, such as the sales teams, are provided with an early warning system. The employees are in a better position to use people analytics to understand the level of engagement with the company's potential customers. The company can use this big data to identify the highvalue prospects that are likely to have been neglected and taking into consideration the low-value prospects that are likely to have consumed a lot of time (Rajaraman, 2016). Such information

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will then be relayed to the employees, hence helping them to avoid missing on prospective customers or important deals.

People data also helps to recognize and foster the passions of the employees in order to reduce distractions. After taking into consideration the multiple strains of data, it may be easier to note that a particular member of the team took an inordinate amount of time pursuing a particular interest in the business. By understanding the passions and interests of the employees, managers are in a better position to strategically allocate the work assignments (Choi, Wallace & Wang, 2018). When the employees are involved and engaged in more meaningful work, they are likely to be less distracted and more productive.

It also creates transparency in order to drive productivity. In order to cut down on distractions in an organization and encourage efficiency, an organization may go to the extent of delivering personalized weekly reports to the managers and the employees. The reports will allow the parties in order to see the trends in their work patterns and identify the issues that lead to distraction from the key initiatives. The insights that are obtained from such reports may lead to meaningful conversations about priorities, productivity and workload (Rajaraman, 2016).

People data is helpful in objectively evaluating the effectiveness of the current policies.

By synthesizing the multiple data strains, the analytics help the human resource leaders understand how the various policies impact efficiency. For instance, data may highlight that the employees are not spending any time on collaboration initiatives, yet collaboration has been recommended and proven to promote innovation and increase worker satisfaction. On the other hand, data can also shed light on the fact that the employees are spending over 25 per cent of their time in the meetings, in which they are not required to attend because their presence is not

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crucial (Choi, Wallace & Wang, 2018). This will help the leaders to make strategic decisions, such as the people who are supposed to attend the meetings.

Again, it is likely to help to manage the merger integration across the various teams.

Considering a situation where a company is alarmed that deals are not going through and has realized that there is poor integration across the various newly merged teams and teams which are causing delays with the major product launches that led to missed revenue targets, people analytics will help in watching the execution problems in real-time. The insights are likely to allow the company to make evidence-based decisions tailored towards integrating teams and meeting the revenue targets (Rajaraman, 2016).

The role of big data in human resource The lack of credible data is no longer a source of frustration, especially for the HR recruiters. Big data has proved to help in real-time prediction when it comes to hiring needs, hence improving the retention and the quality of the new employees, ad connecting the recruiting performance together with the business performance (Choi, Wallace & Wang, 2018). In this regard, big data helps to increase the quality of the new hires. Hiring the wrong people may have negative implications for the companies. With the embrace of big data in the process of recruitment, an organization will be in a better position to avoid costly hiring mistakes. The recruiters become more strategic and analytic when finding an ideal candidate. With access to the various tests, applications, social media profiles, employment records and other important records, the recruiters are in a better position to compile and identify the potential candidates by narrowing down the pool of talent and sorting the information.

Big data has also helped in improving the training and the employee success rate.

Training is also an expensive undertaking by business organizations, and it can amount to a

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waste of money, especially if the level of employee retention is not satisfactory. As such, big data plays an important role by helping business organizations rationalize the likely effectiveness of a certain training initiative to ascertain that they are making wise investments when it comes to the training and development of their employees (Rajaraman, 2016).

Big data has further helped business organizations to boost employee retention and engagement. Organizations have realized the fact that analyzing, tracking and sharing metrics with the employees can yield results. Big data helps analyze real-time information, sieve it into performance data, and provide insights in line with that data to help the employees carry out their responsibilities in a better way. Business organizations are likely to realize an increase in motivation and company retention when the employees are provided with actionable data that will help them better themselves. With the presence of big data, employees are in a better position to analyze and reflect on the reasons behind the poor morale and the low rates of employee retention (Choi, Wallace & Wang, 2018). The tools such as employee satisfaction surveys, team assessments, exit interviews and social media help the HR professionals with information that can be used to predict and assist the organizations to prevent future deterioration in employee effectiveness and satisfaction levels.

Big data plays a crucial role when it comes to boosting strategic workforce planning.

Considering all the HR data gives more insight into how to manage what has become the decentralized talent landscape because of an influx of employees who are now having an alternative work arrangement. It further reduces costs and gives more back to the employees.

There is the option of using software for HR management on a daily basis. It is important to take advantage of such specialized systems in order to cut down on the costs while at the same time giving back to the employees (Rajaraman, 2016).

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The level of insight that is unlocked by bid data is significant to such an extent that it can impact the bottom line of the company. This includes aspects such as customer satisfaction, employee engagement and employee engagement. The data helps the human resource department identify the various areas of opportunity, shapes the company's culture, and unveils how the business can be able to make a positive impact. Big data is also part of the initiative to automate processes. Even though there is a concern that analytics takes the human factor out of the human resources, big data makes it possible to use tools and helps in automating the processes which are likely to reduce human errors. Automating processes and tasks means that the human resource team will be more available to connect with the employees, strategic planning and outing initiatives in place to make the company better. Taking into perspective the HR trends in the various organizations and being in a position to tap into the different experiences is likely to allow the human resource department to make better decisions. This is one of the factors that have also been driving artificial intelligence-powered solutions and big data analytics on the market. Big data has further improved the possibility of tapping into the shared experiences (Rajaraman, 2016).

Human resource big data trends that should be embraced in the human resource departments In the long run, the vanity metrics in the human resource departments are going away.

Vanity metrics are basically the statistics, which may look good, but are likely to offer little insight. Quality is much more important than quantity when it comes to data, and the application of metrics is growing significantly in importance. As organizations strive to implement data analytics and train the employees to utilize the various programs, there is a sense in which they are focusing on the strategic use of data collected (Choi, Wallace & Wang, 2018).

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Another trend is the utilization of smarter predictive analytics. Predictive analytics are tailored towards providing a forecast of the trends in the industry and can also give insights when it comes to employee benefits, promotions and management of talent (Mikalef, Pappas, Krogstie & Giannakos, 2018). As mentioned earlier, businesses are expected to use analytics to measure the effectiveness of the employee training activities and identify the employees that are likely to hit the targets and why they will win.

There is also going to be a trend whereby data is leveraged to put a value on human capital. Even though many businesses claim that human capital is their most important asset, there is a sense in which many business organizations struggle to support such an affirmation with data (Rajaraman, 2016). With data analytics, many companies can assign some financial value to the various tasks that keep the business going to be in a better position to understand the financial impact of every worker in the organization.

It is also anticipated that we are going to have a trend whereby analytics tools are going to be more affordable and simpler. One aspect that has made it hard for many companies to adopt analytics is the complexity and the lack of affordability for the available programs. As the popularity of technological trends such as big data and business intelligence continues to grow, there will also be an increase in the number of options for the businesses that are looking for ways in which they can be abler to implement data analytics. Finally, collecting data with the sensors is going to offer some new perspectives. Many human resource professionals are now starting to appreciate the power of sensor-driven data. The internal monitoring systems and the online listening platforms are ways businesses will collect data through the sensors (Choi, Wallace & Wang, 2018). Businesses will be leveraging sensors to monitor the workers' safety and regulate the compliance of the human resource policies.

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Challenges associated with big data Even though big data is a trend that is supposed to be embraced by businesses, there are also challenges that the HR personnel should be aware of as they tend towards adopting the technologies. The challenges can be classified as ethical, methodological and ethical. On the technical challenges, there may be a situation where the volume of data goes beyond the computational ability of the machine being used. If the technicians opt to combine the different machines with the various processors and memories, then there is a need to synchronize them.

There may be instances where the data is not always available, hence making it hard to access it.

There is also an immense effort that will be involved in the preparation of data (Mikalef, Pappas, Krogstie & Giannakos, 2018). There are also concerns pertaining to the technical development of the instruments, which are used to collect the data, which influence the quality of data.

The human resource department is also supposed to be aware of the methodological departments that it is likely to encounter. For instance, there may be a large amount of data that is analyzed, which ends up generating spurious associations. Again, there is a need to always ensure the quality of the measures. For instance, when data s analyzed from high tech devices, there is still the need to demonstrate their validity and reliability (Choi, Wallace & Wang, 2018).

The human resource department should be keener on ethical challenges. The ethical challenges emanate from the difficulty associated with guaranteeing the privacy of information that is more personal. This calls for the department to put in place measures that include technological and physical protection. There should also be actions tailored towards requesting informed consent and considering the various ways in which the subjects expect that their data should be processed. There should also be measures that include technological and physical protection in order to ensure the anonymity of data and efforts meant to perform audits while at

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the same time ensuring protection. Finally, the human resource department is supposed to plan the risk data management while at the same time preventing errors from the non-transparent and complex algorithms as well as the automatic learning systems (Rajaraman, 2016). There are also future trends in big data, which can be of benefit to human resource departments. Subsequently, big data will revolutionize the operations in business organizations, and therefore organizations should remain abreast in terms of the implementation of the new trends.

Another challenge has to do with data growth issues. Storing the huge sets of data well may be a big problem. The amount of data that is stored in the databases and the data centers of the companies are on the rise (Mikalef, Pappas, Krogstie & Giannakos, 2018). Given that the data sets are growing rapidly with time, handling them is getting very difficult. Some of the data that is being handled may happen to be unstructured and can be from a variety of sources such as text files, audios, documents and other sources. This means that it may not be easy to find them in databases.

Conclusion From the analysis, it is clear that big data plays a very important role, and it is revolutionizing the manner in which human resource functions are performed. It has scaled up efficiency in strategic and performance areas. The significant amount of information or data that is obtained is likely to allow the HR professionals to make more informed and efficient decisions about the employees, which will guarantee the business organization a sustainable competitive advantage. Even though the benefits of tapping big data in making decisions are immense, its use can also be challenging for organizations. For instance, the knowledge, skills and technical development may be a barrier to implementation. It should be noted that the human resource professionals who use big data require advanced understanding and training ad also support at

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the organizational level so that they can be in a better position to use big data as a strategic tool that can be used in making human resource decisions.

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References Choi, T. M., Wallace, S. W., & Wang, Y. (2018). Big data analytics in operations management.

Production and Operations Management, 27(10), 1868-1883.

Mikalef, P., Pappas, I. O., Krogstie, J., & Giannakos, M. (2018). Big data analytics capabilities: a systematic literature review and research agenda. Information Systems and e-Business Management, 16(3), 547-578.

Rajaraman, V. (2016). Big data analytics. Resonance, 21(8), 695-716.