Maturity Calculator - for Reporting and Analytics

Maturity Calculator - for Reporting and Analytics

This calculator is brought to you by the Presence of IT People Insights team - your workforce analytics partner to discover people insight and deliver business impact.

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Maturity Calculator

Maturity in humans can't be calculated by age alone. Maturity in reporting and analytics is also determined by a number of factors.

There are six factors below. Under each factor, review the options, and select the one/s that best describe your organization's current position in terms of reporting and analytics.

Data Integrity

No process, standards or controls for HRIS data entry.Standards for HRIS are agreed and communicated across the business.System-enforced behaviours in place, e.g. mandatory fields and pick lists.End-to-end process is identified, clear, documented and accessible.Process automation opportunities are maximised.Dedicated resource/s for data maintenance.Integrity extended beyond HRIS to other talent systemsDon't know.

Targeted Delivery

Different report users are not identified nor understood.Workforce metrics are not integrated into any standard business processes.Basic understanding of data fluency and appetite across all user groups.Key workforce metrics identified and reported regularly.Specific audience strategies in place for report design and roll-out.Metrics inform decision making and goal management.Regular feedback is sought and actioned.Specific strategies in place to address resistance and/or skill gaps.Don't know.

Business Bias

Reports and analysis are not aligned with strategy, organisational goals or HR goals.HR-driven presentation of workforce analytics to a small audience.Some alignment of reports and analysis with HR and business goals.Self-service dashboards for line management with meaningful data.Recommendations are appropriate, timely and actionable.Business uses workforce analytics in planning, budget and decisions.Don't know.

Resourcing

No dedicated reporting and analytics roles exist.Dedicated (but dispersed) reporting and analytics roles.Ad-hoc development of analytic capabilities in the wider HR and manager population.Dedicated reporting roles in a centralised or organised team.Resources are accountable for upskilling the broader HR and managerial population.Resources have a direct reporting relationship to the CHRO.Don't know.

Reporting Output

Operational / list reporting, and trends of input metrics, such as headcount.Combining inputs to create result metrics, e.g. Career Path Ratio.Reporting includes segmentation and filtering of populations.Self-service operational reporting is widely accepted and utilised.Reporting includes correlation with multiple data sets.Succinct written analysis and strategy recommendations add value.Dynamic, automated future scenario modelling available.Don't know.

Tools & Technology

Spreadsheet-based or simple, local BI reporting and dashboards.Limited access to tools and low utilisation throughout the business.BI tools rely heavily on IT for maintenance / development.'Super users' of shared BI identified but local spreadsheets are still common.Planned migration to enterprise-wide data warehouse.Scalable applications are implemented at the enterprise level.Robust and user-friendly analytics platform seen as a strategic enabler.Systems are up-to-date and centrally supported.Don't know.

What is your greatest barrier to analytics maturity?

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