Module Discussion 2: Article Analysis of
Googles People Analytics Strategy
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Module Discussion 2: Article Analysis of
Googles People Analytics Strategy
Over the years, Google has developed an
increasingly sophisticated array of progressive workforce assessment strategies
by leveraging vast amounts of data obtained from its job applicants and
employees. Their goal since embarking on its People Analytics strategy has
been to reinvent HR and drive better person-job fit, performance, and talent
acquisition and retention. Please read the four articles assigned as additional
readings this week that highlight Googles people analytics strategy and
practices, and develop your main post based on any three (or
more if you choose) of the following questions:
Based on what you read in the articles, why is a focus on
people analytics so critical to organizations today and what purpose
does it serve? Why is this considered to be a superior model for todays
organizations compared to the traditional HR practices and processes of
years past? Do you agree why or why not?
What is Google doing with people analytics to reinv
ent HR and
make Google a great place to work? How has Googles strategy evolved
over the years? What are some key takeaways that other organizations can
leverage from Googles tools and best practices to implement for an
improved workforce assessment strategy?
What are examples of how Google is strategically using data to
design assessments for:
recruiting
selection/hiring
performance management
What are examples of how Google is strategically using data to
design assessments for:
training and development
management and leadership development
employee retention and engagement
What approach does the people analytics team take with senior
management and key stakeholders for obtaining their support and buy-in?
What resources would an organization have to have in place to design and
deploy their workforce assessment practices in a similar manner?
What are your thoughts and opinions/perspectives on Googles
transformation of its HR function and data-driven approaches? What are the
benefits of challenges of these people analytics strategies? What are
possible legal implications for these methods (if any)?
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