Learning Methods
A traditional classroom couples on-site learning with the added value of face-to-face interaction with instructors and peers. With courses and exams scheduled worldwide, you will be sure to find a class near you.
Highly Interactive
On-going interaction with instructor throughout the entire classroom event
Interaction with peers/professionals via face-to-face
Components (May Include)
On-site instructor-led delivery of course modules, discussions, exercises, case studies, and application opportunities
Supplemental learning elements such as: audio/video files, tools and templates, articles and/or white papers
E-course materials available two weeks prior to the course start date; printed course materials ship directly to the event location
One + Days
Varies by course ranging from one to multiple days
Technical Needs
Specific requirements are clearly noted on the course page
Virtual Classroom
Ideal for those who appreciate live education instruction, but looking to save on travel. A virtual classroom affords you many of the same learning benefits as traditional–all from the convenience of your office.
Highly Interactive
On-going interaction with instructor throughout the entire virtual classroom event
Interaction with peers/professionals via online environment
Components (May Include)
Live online instructor-led delivery of course modules, discussions, exercises, case studies, and application opportunities
Supplemental learning elements such as: audio/video files, tools and templates, articles and/or white papers
E-course materials available up to one week prior to the course start date. Recorded playback and supplemental materials available up to seven days after the live event.
Varies by course ranging from one to multiple sessions
Technical Needs
Adobe Flash Player
Acrobat Reader
Computer with sound capability and high-speed internet access
Phone line access
A self-paced, online learning experience that allows you to study any time of day. Course material is pre-recorded by an instructor and you have the flexibility to view content modules as desired.
Independent Learning
Components (May Include)
Pre-recorded course modules
Supplemental learning elements such as: audio/video files, online quizzes
E-course materials start on the day of purchase
Optional purchased print material ships within 7 business days
120 Days - Anytime
120-day access starts on the day of purchase
Direct access to all components
Technical Needs
Adobe Flash Player
Acrobat Reader
Computer with sound capability and high-speed internet access
Contact Sponsor
Paul Thompson
Phone: 1 44 01614322584
Contact by Email | Website
Sorry, you can't add this item to the cart.
You have reached the maximum allowed quantity for purchase in your cart or the item isn't available anymore.
Product successfully added to your cart!
View your cart
Continue shopping
Please note our website will be down this Friday, November 5 from 9pm ET – 11pm ET for routine maintenance. We apologize for any inconvenience.

HR Pros Are the Unlikely Data Scientists in a Post-Pandemic World

Technological innovation within enterprise systems has come in leaps and bounds in recent years, and COVID-19 is only accelerating progression. As companies come under pressure to acclimate to an ever-changing landscape, the HR function will need to be the first to adapt.


Years of fundamental change in work patterns and approaches has been compressed into months, increasing the need for agile experimentation and innovation. Determining a strategy that's both adaptable and modernized is more critical than ever. However, frequently, alternatives demand a comprehensive transformation of existing legacy systems — a proposal that is a time-consuming, costly, and functionally unrealistic, “blocker.”

HR is the area most ready for reform. As COVID-19 restrictions start to ease up, HR will be doing the majority of the heavy lifting. But returning to siloed systems and relying on fragmented data will make adapting to the new normal that much harder. Obsolete legacy systems that still rely so heavily on manual integrations via spreadsheets within the HR function are howling for innovation. And, it's slowly materializing.

In 2019, organizations raised investment in HR technology by 29% — bolstering the entire HR technology market by 10%.

The predicament remains that while technological solutions certainly exist, the data-driven skill set required to use these solutions aren't typically held by HR professionals. After all, it isn't just outdated tech that needs overhauling. With adaptable, cross-functional employee skills acting as the foundation of future organizational design, HR professionals need to up their analytics game — spreadsheet skills aren’t enough. Because while the function isn't known as a haven for data scientists, the drive toward new technology demands it becomes one.

HR Will Take the Lead Post-COVID-19
Per the latest People Profession report from the CIPD, only 6% of HR professionals implement advanced analytical techniques when making decisions. Additionally, a further 37% of respondents use only the most basic HR data.

Not only did the CIPD study highlight the severe lack of analytical skills, but it also found that those who were less data-driven in their decision making viewed their work as less meaningful.

Fostering a data-driven approach to decision making by enhancing the skillsets of HR professionals and harnessing technological innovation, organizations can increase employee satisfaction and reinforce the company's bottom line. Moreover, by fostering data science skills within the function, HR not only become better people managers, but business strategists to boot.

Of course, when it comes to learning any skill, consistency is key. It’s believed that the half-life of technical skill is just two years, this means in two years, that skill is half as valuable. This being the case, HR professionals need to continually rehash and revise.

The report elaborates upon the importance of HR harnessing a data-driven approach, especially within a pandemic where productivity, working methods, and the economy as a whole, have been profoundly affected.

In recent months, organizations have had to make difficult decisions, considerably affecting their workforce. However, without an appropriate system to quantify siloed data, and with a weak analytical approach to data, these critical decisions are often based on inaccurate data interpretation and logic. This means that judgments have been reached without investigating all other viable options. If these decisions include redundancy, for example, employees will understandably demand to know whether all other alternatives have been thought of and deliberated. Without comprehensive central access to accurate data, this simple question is impossible to address.

When cost needs cutting, the knee-jerk reaction is redundancy. However, this isn’t always the most suitable course of action. Instead of severing payroll, HR should look to alternative means. If ESG is to mean anything, redundancy should always be a last resort. By providing comprehensive access to total rewards data that’s not limited to fixed compensation, but bonus, benefits, shares, options, pensions — along with the analytical skills to effectively comprehend it — HR  professionals can more efficiently scrutinize spend across the company and come to more complex but achievable cost-saving solutions based on fact. Particularly in the case of an economic shock caused by an unprecedented pandemic, this is vital. How tragic it would be for loyal, highly trained and experienced employees to lose their jobs, leaving their employers short of capacity when demand picks up, which might come sooner than we think.

This is a different kind of shock. A V-shape recovery remains a possibility.

Rewarding Performance
The rewards team stands to gain the most from HR's data-driven approach. The fact is, the reward function already employs a data-first method, simply because their role demands it. Rewards not only center on the lifecycle of employees from recruitment to severance, but on measures of productivity and performance as well. This being the case, factually accurate total rewards expenditure factored on an analytical foundation, is essential to the rewards team — a function deeply connected to any organization's bottom line.

As part of this change in methodology, soon, traditional rewards models, fixed hierarchies and organizational structures and pay grades will be a thing of the past. The progress to that coming reality has advanced since the pandemic struck.

All too often, organizations are left to rely on incomplete global platforms, locally procured technology or even spreadsheets. This is a vast efficiency gap that requires immediate patching, especially within global organizations that expect consistency, completeness, speed of access and accuracy in rewards across functions.

Organizations require a central hub to procure global total rewards data accurately and efficiently. One that's regularly monitored and leveraged as a single source of certainty.

Now is the time to improve the HR and rewards function, both in their technical approach and their people's analytical capabilities.

About the Author

Ken Charman Bio Image

Ken Charman is CEO of uFlexReward, a consolidated HR and rewards data platform providing organizations with a granular view of their total labor costs and a technology framework for managing the workforce of the future.

About WorldatWork

WorldatWork is a professional nonprofit association that sets the agenda and standard of excellence in the field of Total Rewards. Our membership, signature certifications, data, content, and conferences are designed to advance our members’ leadership, and to help them influence great outcomes for their own organizations.

About Membership

Membership provides access to practical resources, research, emerging trends, a professional network, and career-building education and certification. Learn more and join today.