Human Capital Analytics: How to Harness the Potential of Your Organization's Greatest Asset -- Copyright -- Contents -- Preface -- Acknowledgments -- Introduction Realizing the Dream: From Nuisance to Necessity -- Starting from the Back Row -- The Value Dream -- Barriers in the Human Resource Area -- Organizations are all about People, Not Things -- Managing Risk -- Historic Fundamentals -- Intangibles -- Predictability -- Need for Definition -- Breakthrough -- Practicality -- Analytics Model Foundation -- Awakening -- Notes -- Chapter 1: Human Capital Analytics -- Human Capital Analytics Continuum -- Summary -- Notes -- Chapter 2: Alignment -- The Stakeholder Workshop: Creating the Right Climate for Alignment -- Aligning Stakeholders -- Who Are Your Stakeholders? -- What Should You Accomplish in a Stakeholder Meeting? -- Deciding What to Measure with Your Stakeholders -- Leading Indicators -- Business Impact -- Assigning Financial Values to "Intangibles" -- Defining Your Participants -- Summary -- Notes -- Chapter 3: The Measurement Plan -- Defining the Intervention(s) -- Measurement Map -- Hypotheses or Business Questions -- Defining the Metrics -- Demographics -- Data Sources and Requirements -- Summary -- Note -- Chapter 4: It's All about the Data -- Types of Data -- Tying Your Data Sets Together -- Difficulties in Obtaining Data -- Ethics of Measurement and Evaluation -- Telling the Truth -- Summary -- Notes -- Chapter 5: What Dashboards Are Telling You: Descriptive Statistics and Correlations -- Descriptive Statistics -- Going Graphic with the Data -- Data over Time -- Descriptive Statistics on Steroids -- Correlation Does Not Imply Causation -- Summary -- Notes -- Chapter 6: Causation: What Really Drives Performance -- Can You Create Separate Test and Control Groups? -- Are There Observable Differences?.

Did You Consider Prior Performance? -- Did You Consider Time-Related Changes? -- Did You Look at the Descriptive Statistics? -- Have You Considered the Relationship between the Metrics? -- A Gentle Introduction to Statistics -- Basic Ideas behind Regression -- Model Fit and Statistical Significance -- Summary -- Notes -- Chapter 7: Beyond ROI to Optimization -- Optimization -- Segmentation -- Mixture -- Saturation -- Metric Interaction -- Time Line -- Summary -- Notes -- Chapter 8: Share the Story -- Presenting the Financials -- Telling the Story and Adding Up the Numbers -- Preparing for the Meetings -- Summary -- Notes -- Chapter 9: Conclusion -- Human Capital Analytics -- Alignment -- The Measurement Plan -- It's All about the Data -- What Dashboards Are Telling You: Descriptive Statistics and Correlations -- Causation: What Really Drives Performance -- Beyond ROI to Optimization -- The Ultimate Goal -- What Others Think about the Future of Analytics -- Final Thoughts -- Notes -- Appendix A: Different Levels to Describe Measurement -- Kirkpatrick Scale -- The Spitzer Learning Effectiveness Model -- The Bersin Model -- The Six Boxes Model -- The HCM:21 Model -- Scanning -- Planning -- Process Optimization -- Prediction -- Summary -- Notes -- Appendix B: Getting Your Feet Wet in Data: Preparing and Cleaning the Data Set -- Data Privacy and Encryption -- Getting Your Feet wet in the Data -- What Tools to Use -- The Data Log -- Verifying Completeness -- Confirming Your Data Quality -- Cleaning up the Data -- Dates -- Dealing with Outliers -- Combining Multiple Data Sources -- Looking for Problems, and Suggestions for Dealing with Common Ones -- The Sniff Test -- Naming Conventions for the Data -- Dealing with Missing Data -- Transforming one Variable into Another -- Difference Variables -- Percentage Scaled Variables -- Currency Value Variables.

Appendix C: Details of Basic Descriptive Statistics -- Viewing the Data -- Appendix D: Regression Modeling -- Statistical Significance -- Regressions with more than One Variable and General Linear Models -- Other Types of Models -- Appendix E: Generating Soft Data from Employees -- Notes -- Glossary -- Note -- About the Authors -- Index.