Published: 07 March 2019
Analyst(s): Human Resources Research Team
This quarter, we spoke with the organizational development team at Infosys about how it uses analytics to evaluate its talent and create solutions. We also discussed how digitalization has helped Infosys collect more data more frequently.
Let’s start with an overview of your team. What does your team look like, and what are your overall responsibilities?
What do you see as the role of talent analytics in HR today at Infosys?
HR teams can obviously do a lot with predictive analytics today. How do you think about where and when to use that kind of analytics?
New types of analysis require new data. How has the way you collect data from employees changed over the past few years?
How do you encourage teams and employees to engage with pulse surveys more frequently?
Could you give us an example of an action or change a team has been able to make because of the new process?
Changing direction slightly, let’s talk about some of the other applications of talent analytics at Infosys. What work has your team done recently that you are most proud of?
What does the analytics model behind MaQ look like? What process did you go through to vet and refine it?
For others trying to determine how to help managers understand their effectiveness, what kind of data would you recommend looking at?
What was challenging about conducting the project? Anything you didn’t expect?
The analytics behind the tool is certainly impressive, but it also seems like the interface is what really makes it useful for managers. What was the philosophy behind the user interface?
What other results has the project had?
What’s next? How do you plan on building on your success?
Any last advice for organizations that are just beginning their talent analytics journeys?
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